The financial figures presented in this report have not been reviewed by the City s independent auditors and are subject to change.

Transcription

1 TABLE OF CONTENTS The financial figures presented in this report have not been reviewed by the City s independent auditors and are subject to change. Section One - Citywide Summaries Mayor s Recommendation Letter... 1 Executive Summary... 5 Financial Summary Reports Citywide Contingency Accounts Report Appropriation Resolution and Exhibit City Council Approved FTE Change Report All Funds Financial Report Definition All Funds Service Group Financial Report Capital Status Reports Capital Status Summary Report Capital Status Detail Report Special Reports Health Trustee Report IBT Purchasing Audit Report Section Two - Department Reports The Departments have each prepared a report identifying key operating results, major accomplishments, possible process improvements, special project status updates, trends and issues, and financial analysis. Guide to Department Reports Arts and History Aviation Finance and Administration Fleet Services Risk Management Fire Human Resources Information Technology Intergovernmental Contract - Boise Art Museum Contract - Idaho Humane Society Contract - Senior Solutions Contract - Treasure Valley Community Television Contract - Valley Ride Legal Library Mayor and City Council Parks and Recreation Planning and Development Housing and Community Development Police Public Works

2 TABLE OF CONTENTS DISK DETAIL REPORTS Copy of Triannual Report Appendix A Airport Financials Appendix B Construction Report Appendix C Contract Financials Appendix D Contract Performance Measures Appendix E List of Interim Budget Changes for TR 1 Appendix F Procurement Card Report Appendix G Risk Rebate Appendix H Treasurer s Report Appendix I Worker s Compensation Statistics

3 Mayor s Recommendation Summary TR1 Revenue Neutral Changes These revenue neutral changes are of significant fiscal and program impact and therefore do not qualify for use of the intergovernmental revenue neutral contingency appropriation. Citywide (Risk Management Fund) Risk Rebate: $1,325,000 (one-time) The Risk Management Funds ended FY 2008 at a 95% confidence level. It is the City s goal to maintain a confidence level of 90%, which results in a one-time rebate back to the City s other funds. It is recommended that the General Fund rebate be held in the citywide contingency account in Intergovernmental while the rebate for the other funds is returned to their respective retained earnings. Citywide (General Fund) Economic Adjustment: $4.9 million (one-time) In recognition of the current economic environment, it is recommended that adjustments be made to the General Fund budget. The following revenue decreases are sales tax, $1.9 million, interest income, $500,000, and development revenue, $2.5 million. The $4.9 million in revenue reductions will be offset by decreased expenditure budgets within each department. Departments have identified these budgetary cost savings and transferred the budgeted amounts to Intergovernmental. Police (General Fund) Bureau of Justice Grant: $40,000 (one-time) Police is requesting approval for a $40,000 revenue neutral appropriation increase for a Bureau of Justice grant received from the State of Idaho. The grant will be used for criminal investigations relating to organized crime and narcotics. No match is required. Police (General Fund) 2009 Highway Safety Mobilization Grant: $100,000 (one-time) Police is requesting approval for a $100,000 revenue neutral appropriation increase for a Highway Safety Mobilization grant received from the Office of Highway Operations and Safety (OHS). The grant will be used for mobilization projects in. No match is required. 1

4 Expenditure Changes Intergovernmental (Capital Fund) FY 2008 EOY Adjustment: $696,429 (one-time) The unaudited property tax revenue for FY 2008 reported to the Mayor and City Council on December 16, 2008, was overstated by $696,429. It is therefore recommended that the Capital Contingency Account be reduced by an equal amount. The overstatement stemmed from two different issues identified in the final review phase of the audit. Planning & Development Services (Capital Fund) Vista Interchange: $75,000 (one-time) Planning & Development Services is requesting approval to transfer $75,000 from the Capital Facilities Contingency for the Vista Interchange project. The City has proposed a cost share agreement, with the Idaho Transportation Department, to provide 38% of the cost for the aesthetic and pedestrian features. Additional funding will be requested in the FY 2010/2011 Capital Improvement Budget for public art and either decorative rock or native landscaping, as well as maintenance costs. Public Works (Sewer Fund) Twenty Mile South Farm Well 12 Completion: $58,549 (one-time) Public Works is requesting an appropriation increase of $58,549 funded by Sewer Fund retained earnings to complete construction of Twenty Mile South Farm Well No. 12 capital project and allow for a reasonable contingency. A change order to increase the well depth and the additional cost of power infrastructure was unforeseen and are the reasons for this request. Public Works (Capital Fund) City Hall 1 Elevator Capital Project: $11,150 (one-time) Public Works is requesting an appropriation increase of $11,150 to the City Hall 1 Elevator Capital Project to be transferred from capital project savings in the Government Buildings Major R&M. The appropriation increase is needed to cover unexpected expenses when safety violations were discovered during the elevator upgrade. Finance & Administration (City Shop Fund) Mobile Repair Service Truck: $14,000 (one-time) Finance & Administration is requesting an appropriation increase of $14,000 funded by Shop Fund retained earnings to allow Fleet Services to purchase a mobile repair service truck. This truck will help Fleet Services serve its customers more efficiently by doing minor repairs on-site instead of bringing the out-of-service vehicle back to the City Shop. $2,500 will be used for the purchase of the vehicle from Public Works, and the remaining $11,500 will be used to update the vehicle and add service equipment. 2

5 Finance & Administration (City Shop Fund) Outside Labor: $120,000 (onetime) Finance & Administration is requesting a revenue neutral appropriation of $120,000 to cover increased expenses in outside labor in the Fleet Management (City Shop) Fund. As a process improvement, Fleet Management centralized the processing of accident repairs for all City departments. The expense had previously been in individual departments budgets. This change adds unbudgeted maintenance and operation expense to Fleet s outside labor account, which is offset by charge-back revenues from the affected departments. This item was brought forward and approved as a one-time expense increase in FY 2008, in the FY08 TR2 Mayor s Recommendations. Fleet Services is experiencing the same situation during this second budget year and so has submitted the same request for consideration. Revenue Neutral (Informational Only) The following revenue neutral requests utilize a transfer of appropriation from the revenue neutral contingency in the Intergovernmental service unit. Parks & Recreation (General Fund) Julius C. Jeker Grant: $25,000 (onetime) Parks & Recreation requests approval of $25,000 for a revenue neutral appropriation increase funded by a grant received from the Julius C. Jeker Foundation. The grant will be used to repair portions of the river bank that have been damaged to preserve and maintain the river ecosystem and recreational value of the river. No match is required. Police (General Fund) Office of Highway Operations and Safety Grant: $7,500 (one-time) Police requests approval of up to $7,500 for a revenue neutral appropriation increase funded by a grant from the Office of Highway Operations and Safety. The grant is to be used by the Law Enforcement Liaison (LEL) for the coordination with other law enforcement agencies in statewide traffic enforcements mobilizations. No match is required. Police (General Fund) Private Donations: $1,257 (one-time) Police requests approval of $1,257 for a revenue neutral appropriation increase funded by private donations. The donations will be used to purchase an alcohol sensing device and K9 equipment. Police (General Fund) Internet Crimes Against Children Grant: $10,000 (one-time) 3

6 Police requests approval of a $10,000 revenue neutral appropriation increase funded by a grant from the Attorney General s Office to be used towards the investigation and prosecution relating to internet crimes against children. No match is required. Police (General Fund) Bullet Proof Vest Partnership Grant: $4,074 (onetime) Police requests approval of a $4,074 revenue neutral appropriation increase funded by a grant from the Office of Justice Programs for bullet proof vests. The grant will reimburse Police approximately half the cost of each vest purchased. 4

7 Executive Summary TR1 Fiscal Year 2009 is the second year of the City s FY 2008/2009 Two-Year Budget. The first four months of the fiscal year are a time when departments are typically focused on implementing new objectives and closing out the financial books from the prior year. The number of issues and challenges directly affecting the City s financial plan is generally few during this period because the year is just getting started. However, the City started this fiscal year with economic pressures unlike any experienced in decades, resulting in a concentrated effort to adjust and manage through the financial challenge presented. Notable achievements among many during the first financial period include: The City prepared to host the Special Olympics World Winter Games. Several departments were directly involved, including as the Mayor s Office, City Council Office, Parks and Recreation, Police and Fire. Overall, it was a successful event. The City signed a joint powers agreement to create, fund, and provide for the operation of a Substance Abuse and Mental Health Crisis Center. Groundbreaking for the facility is anticipated to occur in summer of Human Resources launched the online Goal Achievement and Competency Review (GACR) system as part of the implementation of a performance pay program. Fire and Planning and Development Services started a review process to identify occluded and fringe areas of the City that pose a threat from wild fires. Economic Update The economy has been and continues to be one of the most significant issues facing the City. The intense construction activity that fueled the economic growth for the past few years dramatically stalled. The impact of this coupled with the banking crises, rippled through the metropolitan area as evidenced by rising unemployment, declining home prices, and near stagnant population growth. Commencing this at the start of, Financial Services began reporting on key economic indicators and related financial information on a monthly basis. The reports can be found on the City s website at GENERAL FUND Based on the first four months of activities, the General Fund was projected to end the fiscal year with a net operating deficit of $1.0 million to $2.3 million equivalent to 0.6% to 1.4% of total adopted budgeted expenditures in. The projected net operating loss is primarily the result 5

8 of revenue losses from those sources highly dependant on the economic climate such as the following: $2.3 million to $2.7 million in losses from development revenue. $1.8 million to $2.0 million in losses from sales tax revenue. $400,000 from decreased interest income. $285,000 from decreased parking fees in the downtown area. Another significant revenue loss, estimated to be about $1.0 million, is in traffic fine revenue believed to be the result of Ada County transitioning to the state court system. Departments have implemented cost containment strategies, such as hiring freezes, restructuring/reorganizing, incented early retirements, reviewing equipment replacement schedules for possible deferment, and several other general operating cost reductions. The strategies implemented thus far by departments were projected to offset more than $5.1 million in revenue losses. Several other department strategies continue to be reviewed in an effort to preserve as much of the funded contingencies as possible. TR 1 General Fund Projection to Budget Variance Fav/(Unfav) YTD % of Budget Collected/ Expended Annual Projection Revised Budget YTD Actual Available Fund Balance (balance sheet) $5.7 $5.7 $0.0 $0.0 0% Revenues(in millions) Property Tax $ % Sales Tax (1.9) % Development Fees (2.5) % External User Fees (0.0) % Other (3.2) % Total Resources $166.3 $174.0 ($7.7) $ % Expenditures (in millions) Personal Services $107.5 $110.6 $3.1 $ % Maintenance & Operations $ % Equipment $ % Total Expenditures $168.6 $174.0 $5.4 $ % Available Resources (in millions) ($2.3) $0.0 ($2.3) $19.5 Resources Total General Fund revenues recognized in the first four months amounted to $69,465,000 equivalent to about 39.9% of the budgeted amount. This was more than a $1.2 million (1.7%) decrease over this time last year (adjusting for the late posting of last year s January property tax installment). The primary contributors were sales tax revenue, interest income, development fees, fines, and forfeitures. 6

9 Property tax revenue is received twice a year around January 25 and July 25. Property tax revenue received from the January installment was $53,759,669. This amounted to 55.4% of the levied amount and was consistent with the 55.9% received in both FY 2007 and FY The City receives sales tax revenue from the State in quarterly installments based on total statewide sales tax revenue. As of January 31, 2009, the City received nearly $2.2 million in sales tax revenue. However, this represents the portion of the payment that comes directly from the State. The other portion of the payment is routed through Ada County and was received in February amounting to $952,400 for a combined quarterly amount of $3.1 million. This was $458,600, or 12.9%, less than last year s quarterly payment. The City receives liquor tax revenue from the State Liquor Dispensary in equal quarterly installments, with the first payment usually received in January. The quarterly installment totaled $576,700, which was $60,300 or 11.7% more than the quarterly installment received this time last year. Franchise fee revenue amounted to $1.6 million, largely due to the timely receipt of payments this fiscal year. All franchise revenue appeared in line with budgeted amounts. Development revenue totaled more than $1.6 million, or 21.4% of the budgeted amount by January 31, Compared to this time last year, development revenues were down nearly $842,000 or 33.4%. This correlated strongly with January 2009 Construction Report (Appendix B) whereby for the first four months of construction was 31% below the same time last year, and the number of permits was 28% below last year. External user fees amounted to more than $2.8 million (25.8% of the budget) by the end of the first four months of. This was about $395,000 or 12.25%, less than this time last year. However, this appeared primarily to be a timing issue related to the delayed receipt of revenue for Whitney fire services and recreational season passes. Some of the more notable differences between and FY 2008, respectively, included an increase in greens fees, $113,205, offset with a decline in pro shop sales of $68,112, and an increase in registrations, $39,416, which was offset by a decrease in admissions of $31,468. Additionally, zoo gate admissions were up $74,290 compared to this time last year due to the opening of the African Plains exhibit. Overall, external user fees appeared to be consistent with budgeted amounts. Interest revenue totaled $221,000 or 22.1% of the budgeted amount. This was about $261,500 or 54.2% less than this time last year due to the significant decrease in interest rates. Interest income is projected to be $500,000 to 700,000 under the $1.0 million budgeted amount for. Fine and forfeitures amounted to $898,000 or 21.0% of the budgeted amount. Nearly all accounts in this revenue category showed a decrease compared to this time last year, most notably traffic fines with a decrease of $242,300 or 33.7%. City staff continues to 7

10 Expenditures work to resolve the ISTARS issues believed to be the cause of the decrease. Other fines, such as parking and animal fines, appear to be impacted by the slower economic conditions. By January 31, 2009, the City had expended $49,970,429 or 28.8%, of the General Fund budget, which was under the straight-line percentage of 33.3% of the budget for the first triannual period. This was an increase of more than $3.0 million or 6.5% compared this same time last year. More specifically, personnel costs increased nearly $2.0 million or 5.9%, maintenance and operations increased $1.4 million or 11.1%, and equipment decreased more than $387,000 or 64.7%. Personnel cost increases were attributed to salary compensation increases ($996,000, 4.2%), health cost increases ($512,000, 12.7%), and other benefit cost increases largely tied to salary increases ($468,000, 8.8%), such as retirement and social security expenditures. Maintenance and operating cost increases compared to this same time last year include: o The annual payment to Ada Community Library ($544,000). This was the same amount paid to Ada Community Library last year, but paid earlier this fiscal year. o Internal computer charges ($250,300). This was due to both an increase in cost and the more timely invoicing for services rendered. o System maintenance costs ($160,000). This also appears to be due to the timing for the payment of the expenditures and not necessarily a cost increase. o Ada County records, evidence and property services ($604,000). This was due to cost increase and more timely payment of expenditures. Last fiscal year the Police Department negotiated services with Ada County and deferred payment until an agreement was reached. o Office and space rental costs ($154,600). This was from a cost increase pending the move to City Hall West. o Shop repair and maintenance ($153,000). This appears to be a general cost increase. o Bus operations ($74,000). This was a general cost increase. However, some costs decreased compared to last year such as motor fuels ($84,000), pro shop supplies ($46,360), and minor equipment and software ($185,700). Most non-rolling equipment purchases appeared to be in accordance with departments replacement schedules. However, the need to replace vehicles and other rolling stock continues to be evaluated in an effort to reduce costs for. Expenditure budget savings as identified by departments have been transferred into Intergovernmental to offset projected revenue losses. The following are key Citywide and department watch items: Economic Conditions - Further weakening of the economy continues to threaten sales tax and interest revenue. Other revenue sources also appear to be impacted to a lesser degree such as parking revenue and miscellaneous licensing. The impact on user fees is yet to be 8

11 determined. Financial Services will continue to carefully monitor economic changes and evaluate the fiscal impact. Development Activity The Budget was developed on the assumption of slower economic growth and adjusted development revenue downward during the update process. However, construction activity rapidly dropped shortly after that time. There is an approximate one to three year lag time for the impact of construction activity to be realized on the City s new construction roll. Undoubtedly, the much slower activity and shift from new construction to remodels will have a long-term financial impact on the growth of the City s property tax revenue. CAPITAL FUND TR 1 Capital Fund Annual Projection Revised Budget Pojection to Budget Variance Fav/(Unfav) YTD Actual YTD % of Budget Collected/ Expended Available Fund Balance (balance sheet) $25.5 $25.5 $0.0 $0.0 0% Revenues (in millions) Electric Franchise Fee Revenue $1.6 $1.6 $0.0 $0.4 23% General Fund Transfer In % Impact Fees (0.7) % Other Revenue % Total Resources $44.9 $45.6 ($0.7) $1.0 2% Expenditures (in millions) Construction $33.9 $34.6 ($0.7) $2.3 7% Other % Total Expenditures $44.9 $45.6 ($0.7) $5.0 11% Available Resources (in millions) $0.0 $0.0 $0.0 ($4.0) Resources Capital Fund revenues received in the first four months of were interest income, impact fees, and a few grants. Interest income was $108,000 (47.2%) less than this time last year largely due to the decline in interest rates. This revenue source will fluctuate depending on the cash flow of significant capital projects. Park impact fee revenue showed a significant decline of more than $312,300 or 68.2% compared to the same time last year. The $145,800 received during the first triannual period of equated to 9.0% of the budgeted $1.6 million and could underperform by as much as $1.0 million. Fire and Police impact fees were effective May 1, 2008; thus, no actual comparative data. However, through January 31, 2009, Fire impact fees amounted to $232,800 and Police totaled $66,800. 9

12 Expenditures Departments spent about $5.0 million or 10.8% of the allocated budget on a variety projects in progress, and had nearly $6.0 million more encumbered. Of the 148 specific projects, 30 were more than 99% expended and/or encumbered, 43 projects had financial activity ranging from 1.0% to 98%, and 75 projects did not have any financial activity recorded. A few of the many projects completed or in progress during the first triannual period of the fiscal year (with the amount expended and/or encumbered) included: Boise Depot Repairs ($300,400) Fire Hydrant Installations ($218,500) Park Center Street Lighting ($194,500) Neighborhood Reinvestment Projects ($77,400) Data Center Consolidation ($66,115) Peppermint Park Restrooms ($46,500) In addition, several repair and maintenance projects were completed such as electrical upgrades, tree removal, HVAC repairs, and restroom repairs. ENTERPRISE FUNDS Airport Fund Annual Projection TR 1 Airport Fund* Revised Budget Projection to Budget Variance Fav/(Unfav) YTD Actual YTD % of Budget Collected/ Expended Revenues (in millions) Operating Revenue $22.9 $24.6 ($1.7) $7.5 30% Capital Revenue (12.1) % Total Revenues $32.3 $46.1 ($13.8) $ % Expenditures (in millions) Operating Expenditures $28.9 $37.0 $8.1 $9.9 27% Capital Accounts $ % Total Expenditures $40.9 $65.2 $24.3 $ % Retained Earnings Use/(Resource) $8.5 $19.1 $10.5 $0.7 * Operating revenue includes interest income, operating grants, sale of assets, and parking ticket revenue. Expenditures include depreciation. 10

13 Resources Airport operating revenues amounted to $7.5 million or nearly $1.1 million (12.5%) less than the first triannual period last fiscal year. The primary contributors included: Parking lot revenue was down $366,000 or 13.7%. Car rental revenue was down nearly $300,000 or 26.2%. Terminal rent was down $68,000 or 10.1%, due to a change in the billing cycle. Interest income was down nearly $55,000 or 14.3%. Hanger rent was down nearly $36,000 or 49.2%, due to a change in the billing cycle. Other revenue such as concessions, baggage claim, corporate sponsorships and inflight services was down in total $200,000. Capital revenues are comprised of Passenger Facility Charges (PFC), Customer Facility Charges (CFC), and federal grants. Airport projected $9.4 million in capital revenues during. Both PFC collections and CFC collections showed decreasing trends during the first triannual period compared to this time last year. PFC revenue was down nearly $560,000 or 26.3% and CFC revenue was down $74,000 or 25.9% respectively. Operating Expenditures Overall, operating expenditures for the first triannual period of were $9.9 million or 27% of budget. This resulted in nearly a $700,000 or 7.5% increase compared to this time last year: Fire services cost increased $250,000 or 58.9% compared to this timeframe last year. Heavy equipment purchases increased nearly $250,000, compared to no purchases made this time last year. Depreciation expense increased nearly $100,000 or 2.6%. Computer service cost increased $52,000 or 33.3% in comparison to FY 2008, due to timely billing of services. Airport s projected cost for operating expenditures does not include non-cash items such as depreciation or asset write-offs. However, these costs are budgeted. Capital Expenditures Of the total $28.1 million budgeted for CIP expenditures, Airport projected spending $12.0 million during. Many of the capital projects are dependant on the award of grant moneys and federal approval of projects for the use of PFC funding. 11

14 Retained Earnings As of January 31, 2009, the cash and investments balance amounted to more than $34 million, an increase of about $3.5 million compared to year-end FY Of the total amount, $13.2 million was dedicated to support approved PFC/CFC capital projects. The balance of $20.8 million was intended to support other commitments, primarily open purchase orders, cash flow needs, and other approved capital projects such as the economy lot expansion. Sewer Fund Annual Projection TR 1 Sewer Fund* Revised Budget Projection to Budget Variance Fav/(Unfav) YTD % of Budget Collected/ Expended YTD Actual Revenues (in millions) Operating Revenue $28.2 $29.5 ($1.3) $8.1 28% Capital Revenue (8.5) % Total Revenues $31.3 $41.1 ($9.8) $9.3 23% Expenditures (in millions) Operating Expenditures $29.7 $30.1 $0.3 $9.2 31% Capital Accounts % Total Expenditures $62.5 $65.5 $2.9 $ % Retained Earnings Use/(Resource) $31.3 $24.4 ($6.8) $3.3 * Revenues do not include contributed assets. Administrative costs related to capital projects are included as part of the Capital Accounts expenditures. Resources Sewer Fund revenue totaled nearly $9.3 million as of January 31, 2009, a decrease of about $799,000 (7.9%) compared to the same time last year, primarily from a sharp decline in capital revenues and interest income. Operating revenues totaled nearly $8.1 million, which was a slight increase of $238,000 or 3%, compared to this same time last year. Public Works projected operating revenue to fall short of the budgeted amount by $1.3 million, primarily due to the slow economic environment ($1.0 million) and decreased crop revenue sales ($200,000). Capital revenues amounted to about $1.2 million as of January 31, Capital revenue was down over 1.0 million or 47.2% compared to the first triannual period last year. Public Works projected capital revenue to be under budget by $8.5 million due to slower construction activity and decreased interest income. 12

15 Operating Expenditures Public Works projected operating expenditures to be under budget by about $317,000. Compared to last year s actual costs for the first triannual period there was an increase of $1.4 million or 17.9%, attributable to depreciation cost increases, $648,700, increased interest expense, $301,200, compensation increases in personnel costs, $228,700 and increased spending for supplies and materials, $111,000. Capital Expenditures Capital expenditures amounted to nearly $3.3 million, or 9% of the budgeted amount. Public Works has several projects in various stages; however, the largest expenses incurred during the first triannual period were the Table Rock Interceptor and Facility Plan. Retained Earnings As January 31, 2009, cash and investments in the Sewer Fund amounted to more than $34.4 million, a decrease of nearly $2.3 million or 6.2% from year-end FY 2008 and a decrease of $6.8 million or 16.5% compared to this time last year. The decrease reflects the outflow of cash for several major construction projects currently under way and reflects a significant reduction in connection fee revenue. Of the remaining balance as of January 31, 2009, $3.7 million was reserved for other sewer districts, approximately $6.3 million was committed for open purchase orders, and $3.7 million was held for developer reimbursement contracts, leaving a balance of $20.7 million to support planned capital expenditures, cover unanticipated costs, and meet cash flow needs. Solid Waste Fund Annual Projection TR1 Solid Waste Fund Revised Budget Projection to Budget Variance Fav/(Unfav) YTD % of Budget Collected/ Expended YTD Actual Revenues (in millions) Operating Revenues $24.2 $25.2 ($0.9) $7.8 31% Total Revenues $24.2 $25.2 ($0.9) $7.8 31% Expenditures (in millions) Operating Expenditures $24.1 $25.5 $1.4 $7.7 30% Capital Accounts % Total Expenditures $24.2 $25.6 $1.5 $7.7 30% Retained Earnings Use/(Resource) ($0.1) $0.5 $2.4 ($0.1) 13

16 Resources Total revenue received by the end of the first triannual period of was nearly $7.8 million or 31% of the budgeted amount. This was $28,200 or 0.4% less than this same time last year. Public Works projected revenue to be short of budget by approximately $921,900 or 3.7% primarily due to the slowdown in commercial activity. Operating Expenditures Operating expenditures for the first triannual period were nearly $7.7 million, or 30% of the budgeted amount. This was about $28,200 or 0.4% less than actual operating costs incurred this same time last year. Capital Expenditures Gowen Field remediation is the only capital project in the Solid Waste Fund. The passive solar remediation wells are operational and a report has been submitted to the Idaho DEQ for approval of the work completed to date. Retained Earnings As of January 31, 2009, investments amounted to $1.2 million, a decline of about $70,000 or 5.4% from year-end FY 2008 and a decline of $585,000 or 32.8% compared to this time last year. The outstanding loan principal owed to the Solid Waste Fund by City Shop was $746,000. Based on the projected costs for, an investment balance of approximately $3.0 million is required to support the targeted 45 days of operations. The sum of the investment balance and callable City Shop loan equals $1.9 million, $1.1 million less than the department s desired target. The fund experienced a reduction in fund balance due largely to diesel prices and an increase in landfill rates. The department plans to slowly restore the targeted reserve level. Housing Funds Resources Housing revenues totaled $1,285,341 by the end of the first period of. Program income generated through the rental of property to individuals amounted to more than $393,300, up $27,900 or 8% for the same period in FY The increased revenue was due to a zero vacancy rate for the past five months. Grant revenue received was $744,571, roughly 41% of the revised budget for TR1. 14

17 Annual Projection TR1 Housing Funds Revised Budget Projection to Budget Variance Fav/(Unfav) YTD Actual YTD % of Budget Collected/ Expended Revenues (in millions) Housing Program Income $1.0 $1.0 $0.0 $0.4 39% Grant Revenue % Other % Total Revenues $3.5 $3.5 $0.0 $1.3 37% Expenditures (in millions) Operating Expenditures $3.7 $3.7 $0.0 $0.9 23% Housing Loans $ % Capital Projects % Total Expenditures $6.5 $6.5 $0.0 $0.9 13% Retained Earnings Use/(Resource) $3.0 $3.0 $0.0 ($0.4) Operating Expenditures Operating expenditures through TR1 totaled about $843,505 only 15% of the budgeted amount. This was a slight increase of 3.8% over total operating expenditures at this time last year. There did not appear to be any significant discrepancies from the budgeted plan. Capital Expenditures Capital expenditures included single-family foreclosures ($500,000) and Major Repair and Maintenance (Major R&M, $300,000). At the end of the first four months of, only $15,000 or 4%, of Major R&M had been expended while 100% of the foreclosure budget was available. Retained Earnings As of January 31, 2009, investments totaled about $1.2 million a decrease of about $400,000 or 25.2% compared to last year, primarily due to the increased amount of housing loans. Nearly all of the investment balance is restricted in use to fund the City s housing programs. The balance of outstanding housing loans (mortgage loans receivable) is $9.2 million a $2.1 million or 29.6% increase from the $7.1 million booked as of January 31,

18 OTHER FUNDS Risk Management Funds Management Funds include Workers Compensation Fund and Risk Management Fund. Revenues support actuarially determined liability accounts and retained earnings at a targeted 90% confidence level. Under state law, a person has up to 180 days to file a claim from the date of the incident, after which time the claim is invalid. The federal statute of limitations is two (2) years from the date of incident to file a suit. Workers Compensation law sets forth several filing milestones relating to different stages of a potential claim. TR1 Risk Management & Workers Compensation Funds Annual Projection Revised Budget Projection to Budget Variance Fav/(Unfav) YTD % of Budget Collected/ Expended YTD Actual Revenues (in millions) Premiums $4.0 $4.0 $0.0 $1.0 24% Other (0.2) % Total Revenues $4.3 $4.5 ($0.2) $1.1 24% Expenditures (in millions) Insurance Liability $2.9 $2.9 $0.0 $2.2 76% Other (0.3) % Capital (0.2) 0.0 0% Total Expenditures $4.0 $4.5 ($0.5) $2.6 58% Retained Earnings Use/(Resource) ($0.3) $0.0 ($0.3) $1.5 Resources Primary revenue resources include premiums paid by City departments and interest earnings on investments. Finance and Administration invoices departments on a quarterly basis for the premiums; therefore, premiums equate to 25% of the budgeted revenue amount at the end of the first triannual period. Interest earnings were a little stronger than anticipated during the first period. Expenditures Actual expenditures during the first period of were $2.6 million, primarily the booking of the actuarially determined insurance liability for This is a typical expenditure pattern for the Risk Management Funds. 16

19 Risk Reserves The City maintains liability accounts for outstanding claims and lawsuits for prior years. At the beginning of each fiscal year, the liability accounts are funded at the 50% confidence level for that relevant fiscal year. The liability accounts combined with the undesignated retained earnings balance equate to the overall confidence level. The City s goal is to maintain the Risk Management and Workers Compensation Funds at the 90% confidence level. At year-end FY 2008, the Risk Management Fund was at a 94.6% confidence level and the Workers Compensation Fund was at a 95.3% confidence level for an overall level of 95%. A rebate of approximately $1.3 million to other City funds is recommended by the Mayor and supported by EMT which would reduce the risk reserves to the targeted 90% confidence level. As of January 31, 2009, the sum of the liability accounts was $6.1 million an increase of about $1.0 million from the last reporting period, a result of booking the liability required for. Undesignated retained earnings amounted to nearly $3.5 million. Lastly, as of January 31, 2009, cash and investments amounted to $11.2 million, used to support operating costs, the liabilities and retained earnings balance. Health Insurance Trust Fund The City established the Health Insurance Trust Fund in January Plan years are on a calendar year basis. Due to the different calendars for the health plan and the City s fiscal year, the financial analysis for the Health Insurance Trust Fund is presented on a quarterly basis versus a triannual review. The data presented was limited to the City s central financial system as of December 31, This represents the end of Plan Year 2008, although there is 6 months remaining to pay for incurred claims. Plan Year months Health Insurance Trust Fund Plan YTD Actual Variance Fav./(Unfav.) % of Budget Collected/ Expended Plan Budget Revenues (in millions) Premiums $18.6 $18.2 $ % Other Revenue (0.0) 99% Total Revenues $18.9 $18.5 $ % Expenditures (in millions) Claims $14.5 $16.5 $2.0 88% Other Expenditures % Total Expenditures $15.9 $18.1 $2.1 88% Net Available Revenues $2.9 $0.4 Claims Incurred But Not Received * $1.4 Net Increase/(Decrease) to Reserves $1.6 * Included in budgeted claims expenditures. 17

20 Resources Actual revenues received for the plan year amounted to nearly $18.9 million (102.0% of plan budget). Contributions from the City for Plan Year 2008 amounted to more than $16.9 million and were $2.0 million or 13.6% more than the amount contributed for Plan Year This is largely due to a premium increase for Plan Year The City s contribution was the primary reason that revenues exceeded the budgeted amount. Revenue Source 2008 EOY Actual Amount 2008 EOY % of Total 2007 EOY % of Total % Contribution Difference City Contribution $16,906, % 88.9% 0.7% Active Enrollee Contribution $638, % 3.4% 0.0% Retiree Contribution $756, % 4.2% -0.2% COBRA Participants $287, % 1.3% 0.2% Interest/Other $274, % 2.2% -0.7% $18,864, % 100.0% 0.0% Expenditures Total costs for 12 months of Plan Year 2008 were more than $15.9 million or 88.1% of the budgeted amount, somewhat ahead of the 83% expended at this time for Plan Year Claims costs from retirees and COBRA participants decreased $617,200 or 46.1%, while claims costs from active enrollees increased $2.5 million or 22.2%. Participant Group 2008 YTD Actual Claims Amount 2008 YTD Actual Total Cost * % of Total Costs 2008 YTD Enrollee Contribution Contribution as a % of Total Cost Active enrollees $13,734,859 $13,451, % $638, % Retiree/COBRA enrollees $722,137 $707, % $1,044, % $14,456,996 $14,158, % $1,682, % * Total cost by enrollee category was estimated based on the actual percentage of total claims by enrollee category. ** For the purposes of this analysis it is assumed that all of the enrollees' (active and retired) contribution was applied toward costs and that the City's contribution, interest, and other miscellanous revenues fully supported the reserve requirements. Health Reserve As of December 31, 2008, the cash and investment balance of the Health Trust Fund was nearly $7.4 million. This was an increase of about $1.8 million or 32% compared to last year. Of this amount, $1.4 million is specifically reserved for Incurred But Not Reported (IBNR) claims. The remaining $6.0 million supports cash flow needs due to the timing difference between the receipt of revenues and the disbursement of funds for claims. The Trustees established a targeted undesignated reserve balance of $3.6 million for Plan Year As of December 31, 2008, the undesignated reserve balance was more than $5.2 million. 18

21 Citywide Contingencies Status Report (General Fund Intergovernmental) 10/01/08-9/30/09 Account Date Item Description Council Approved Actual Balance City Wide Contingency Account (566126) 10/01/08 Budgeted Amount $ 535,000 10/28/08 PW - Re-Vegetation Project $ 9,000 $ 526,000 Actual Balance $ 9,000 $ 526,000 Strategic Plan Contingency (566439) Base 10/01/08 Budgeted Amount $ 323,230 Actual Balance $ - $ 323,230 One-time date EOY enhance for essential projects $ 71,800 10/28/08 Mayor - Federal & State Relations $ 111,000 12/16/08 Intgv - Valley Regional Transit Inter-County Bus service $ 1,006 Actual Balance $ 112,006 $ (40,206) Total Strategic Planning Balance $ 283,024 Salary Reclass Contingency (519002) 10/01/08 Budgeted Amount $ 256,530 Actual Balance $ - $ 256,530 City Wide Technology Contingency (566448) 10/01/08 Budgeted Amount $ 150,000 11/14/2008 IT - City Hall West Fiber Equipment $ 21,266 Actual Balance $ 21,266 $ 128,734 Informational Revenue Neutral Contingency (566446) Items Only 10/01/08 Budgeted Amount $ 500,000 Actual Balance $ - $ 500,000 Capital Facility Contingency (600006, proj667916) 10/01/08 Budgeted Amount $ 1,568,694 10/08/08 FY09 Update adjustment $ (100,000) $ 1,668,694 11/08/08 Early rebud from Citywide Contingency $ (133,000) $ 1,801,694 12/08/08 FY08 EOY Capital $ (2,554,479) $ 4,356,173 9/9/2008 Land Exchange Costs (approved FY08, actual transfer $ 7,061 $ 4,349,112 effective FY09) 10/28/2008 PW - East Parkcenter Bridge Emerg. Access & Lights $ 33,000 $ 4,316,112 10/28/2008 PW - City Hall West Tenant Improvements $ 200,000 $ 4,116,112 12/16/2008 Fire - Fire Station #7 remodel and warehouse relocation $ 10,000 $ 4,106,112 12/16/2008 Police - Firearms Range Drain Culvert $ 30,000 $ 4,076,112 Actual Balance $ (2,507,418) $ 4,076,112 19

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23 RESOLUTION BY THE COUNCIL: BISTERFELDT, CLEGG, EBERLE, JORDAN, SHEALY, TIBBS A RESOLUTION APPROVING THE TRANSFER OF APPROPRIATIONS FROM THE BOISE CITY TRUST FUND TO IDENTIFIED OTHER FUNDS TO PROVIDE BUDGET AUTHORITY FOR CONTINGENT UNAPPROPRIATED GRANT AWARDS, ADDITIONAL SERVICES, AND OTHER APPROVED EXPENSES AND REVENUES; AND PROVIDING AN EFFECTIVE DATE. WHEREAS, the City budget was adopted with project fiscal year expenditures and revenues for each City fund, and WHEREAS, contingent accounts within the City Budget that are established to provide for encumbrances, rebudgets and contingent unappropriated costs and revenues were consolidated within the Boise City Trust Fund, and WHEREAS, to enhance visibility and tracking of the use of contingent accounts, transfers of contingent appropriations will be authorized by City Council resolution, with supporting documentation attached, and WHEREAS, appropriation for unanticipated grant awards, additional services, and other approved expenses and revenues have been requested by departments and agencies, and WHEREAS, the Boise City Trust Fund has a total of $238,408,624 in contingent appropriations for unanticipated costs and $161,990,016 in contingent appropriations for unanticipated revenues. BE IT RESOLVED BY THE MAYOR AND COUNCIL OF THE CITY OF BOISE, IDAHO: Section 1. The Department of Finance and Administration is authorized to transfer $2,666,163 in expenditure appropriations and $526,364 in revenue appropriations to or from the Boise City Trust Fund to the funds identified in the amounts listed on the attached Exhibit A, Contingent Unappropriated Expenses and Revenues, March Section 2. This Resolution shall be in full force and effect immediately upon its adoption and approval. APPROVED by the Mayor of the, Idaho, this 24th day of March ADOPTED by the Council of the, Idaho, this 24th day of March APPROVED: ATTEST: MAYOR CITY CLERK 21

24 Boise City Contingent Unappropriated Expenses and Revenues Exhibit "A" January-09 TR1 Fund Description Approved by Mayor & Council Expenditures Revenues Net General Fund (101) Parks FY08 Expedited Zamboni Budget 8/19/2008 $ (78,650) $ - $ (78,650) Fire Contract Increases 10/21/2008 $ - $ 350,364 $ (350,364) PDS Nuisance Abatement 11/18/2008 $ 75,000 $ 75,000 $ - Subtotal General Fund $ (3,650) $ 425,364 $ (429,014) Capital Fund (402) Parks Peppermint Park 11/18/2008 $ 15,000 $ - $ 15,000 Fire TeleStaff Software 12/16/2008 $ 101,000 $ 101,000 $ - Mayor's Capital Facilities Contingency 12/16/2008 $ 2,554,479 $ - $ 2,554,479 Parks African Plains Exhibit 12/16/2008 $ 11,110 $ - $ 11,110 Subtotal Capital Fund $ 2,681,589 $ 101,000 $ 2,580,589 Sewer Fund (526) West Boise Odor Control 10/28/2008 $ (60,000) $ - $ (60,000) Central Lab Adjustment NA info only $ (50,000) $ - $ (50,000) TMSF Land Acquisiton Correction NA info only $ 12,000 $ - $ 12,000 Subtotal Sewer Fund $ (98,000) $ - $ (98,000) Municipal Irrigation Fund (527) Indirect Correction NA info only $ (21,007) $ - $ (21,007) Subtotal Municipal Irrigation Fund $ (21,007) $ - $ (21,007) City Shop Fund (645) Two FTE Pilot Positions 12/16/2008 $ 72,197 $ - $ 72,197 3% Across the Board Pay Increase NA info only $ 3,006 $ - $ 3,006 Subtotal City Shop Fund $ 75,203 $ - $ 75,203 Local Affordable Housing Fund (773) 10-Year Homelessness Plan 12/16/2008 $ 32,028 $ - $ 32,028 Subtotal Local Affordable Housing Fund $ 32,028 $ - $ 32,028 TOTAL ALL FUNDS $ 2,666,163 $ 526,364 $ 2,139,799 22

25 Boise City Authorized Staffing Levels Two Year Budget FY2009 Department Tax Supported Funds Arts and History FY 08 Build FY 09 Build Approved Approved Mayor's Rec. FY 08 Mayor's Rec Base level Comments Base level Service Proposed Service for FY 2008 for Alternatives Alternatives 0.52 staff support for performing and public art programs (increase PCN to FT) FY09 Update Resource Requests Comments FY 09 Proposed FY 09 Approved Changes Comments on Approved Changes FY09 Total FTEs 0.52 staff support for performing and public art programs (increase PCN 1262 to FT) Finance & Administration Increase Purchasing staff (PCN2329), 1.0 Meter maintenance (PCN 2278), 1.0 Fleet Manager (PCN2292) (SA=MO), 1.0 Impact Fee Tech (PCN2333), -1.0 transfer out to 3.00 Fleet Mgmt (PCN 2292) Increase Purchasing staff (PCN2329), 1.0 Meter maintenance (PCN 2278), 1.0 Fleet Manager (PCN2292) (SA=MO), 1.0 Impact Fee Tech (PCN2333), -1.0 transfer out to Fleet Mgmt (PCN 2292) Fire EMS training specialist (PCN 2293) EMS training specialist (PCN 2293) 09 update: 6.0 ARFF (PCNs 2337, 2338, 2339, 2340, 2341, 2342), Div Chief of EMS (PCN 2336) HR update: 1.0 admin (PCN 2344) IT Legal enhance IT staff (PCN 2328) enhance IT staff (PCN 2328) Atty (PCN 2231), 1.0 Legal Secretary (PCN 2280) 09 update: 2-yr non-regular 0.5 v/w Secretary (PCN 2280) Atty (PCN 2231), 1.0 Legal coord (PCN 2347) Library All from capital: 1.0 Branch Mgr-Main (PCN 2305), 1.0 Dept Spec ATS-Main (PCN 2304), 1.0 Branch Super-West 3.00 (PCN 2306) All from capital: 1.0 Branch Mgr- Main (PCN2305), 1.0 Dept Spec ATS- Main (PCN2304), 1.0 Branch Super- West (PCN2306). All from capital, all at West: (3) 1.0 Librarian (PCNs 2307, 2308, 3209), 1.0 Library Asst (PCN2310), (2).5 Library Asst (PCNs 2311, 2312), (6).5 Dept Spec (PCNs ), 1.0 Maint. Worker (PCN2319), 1.0 Protective Svc Spc (PCN2320), (4).48 Library Page (PCNs ) Mayor's Office Mayor's Office Internal Auditor (PCN 2279, for Council),.5 Intgov'l Affairs Mgr (PCN 2325). PCN2 (S. Purvis) inactivated, split to make each of these PCNs a 1.0; +2.0 PCNs 1129 and 2191 from 3.00 PDS/Econ Devel Internal Auditor (PCN 2279, for Council),.5 Intgov'l Affairs Mgr (PCN 2325). PCN2 (S. Purvis) inactivated, split to make each of these PCNs a 1.0; +2.0 PCNs 1129 and 2191 from PDS/Econ Devel Parks and Recreation 1.0 Cust. Svc. Spec for IIW (PCN2334), 1.0 Maint. Worker for IIW (PCN2335), -5.0 transfer out to Fleet Mgmt (PCNs 329, 330, 331, Cust. Svc. Spec for IIW (PCN2334), 1.0 Maint. Worker for IIW (PCN2335), transfer out to Fleet Mgmt (PCNs , 330, 331, 626, 1275) , 1275). 09 update: mobile rec PCN2332 renewed for FY09, 1.0 greenbelt crew (PCN 2343), 0.6 zoo (PCN FTE, PCN FTE) /28/08IBC-WSGC (1.0 Cust Svcs Spec PCN2348, 1.0 Maint Worker PCN 2349). 09 update 1.0 FTE for Whitney Comm Ctr 3.00 (PCN2352) Planning & Development Services Planning & Building Blueprint for Growth (PCNs 2294 & 2295), 3.0 project mgrs for plan&bld permits (ProjMgrI PCN 2296, ProjMgrII PCN 2297, ProjTech PCN 2298), -1.0 PlannerII (PCN238), -2.0 moving PCNs 1129 and 2191 into Mayor/Economic 2.00 Devel Blueprint for Growth (PCNs 2294 & 2295), 3.0 project mgrs for plan&bld permits (ProjMgrI PCN 2296, ProjMgrII PCN 2297, ProjTech PCN 2298), -1.0 PlannerII (PCN238), -2.0 moving PCNs 1129 and 2191 into Mayor/Economic Formerly in PDS/HSNG. Moved to Devel GF to reconcile with HRMS Police downtown bar team (PCN 2281), 1.0 neighborhood contact team (PCN 2282), 2.0 traffic unit (PCNs 2283, 2284), 1.0 detective (PCN 2285), 1.0 HQ receptionist (from capital, PCN ) downtown bar team (PCN 2281), 1.0 neighborhood contact team (PCN 2282), 2.0 traffic unit (PCNs 2283, 2284), 1.0 detective (PCN 2285), 1.0 HQ receptionist (from capital, PCN 2286) Public Works 1.0 Environmental Analyst (PCN 2288), 1.0 maintenance mechanic Environmental Analyst (PCN 2288), 1.0 maintenance mechanic (PCN 2289) added back in (on PCN462) because of recon error last budget update (FY07), 1.0 Construction Site 3.37 Mgr (PCN2331, exp. 9/30/2010) (PCN 2289) added back in (on PCN462) because of recon error last budget update (FY07), 1.0 Construction Site Mgr (PCN2331, exp. 9/30/2010). 09 update: maint worker (PCN 2346) Total Tax Funds Boise City Population estimate 213, , ,503 Number of Tax Funded FTEs per 1000 Population

26 Department Other Funds Aviation Airport FY 08 Build FY 09 Build Approved Approved Mayor's Rec. FY 08 Mayor's Rec Base level Comments Base level Service Proposed Service for FY 2008 for Alternatives Alternatives 1.0 Noise Compliance Officer (PCN 2302), 1.0 Airport Training Coordinator (PCN 2303) FY09 Update Resource Requests Comments FY 09 Proposed FY 09 Approved Changes Comments on Approved Changes FY09 Total FTEs 1.0 Noise Compliance Officer (PCN 2302), 1.0 Airport Training Coordinator (PCN 2303) Finance & Administration Risk Management 1.0 Bus/Prog Analyst for tech utilization 1.0 Bus/Prog Analyst for tech utilization and staff support and staff support (PCN2326) (PCN2326) Workers Comp City Shop FTE transferred in from PW/Sewer (PCN 1536), DFA (PCN 2292), Parks (PCNs 329, 330, 331, 626, 1275), & Airport (PCNs 45, 192, 271, 272, 273, 274, 477, 496, 497, 1168) FTE transferred in from PW/Sewer (PCN 1536), DFA (PCN 2292), Parks (PCNs 329, 330, 331, 626, 1275), & Airport (PCNs 45, 192, 271, 272, 273, 274, 477, 496, 497, 1168) IBCs 2.0 non-reg FTEs (Fuel Spec PCN 2350 and Lt Mech PCN 2351) Planning & Development Services CDBG/Housing Moved to GF to reconcile with HRMS Public Works 0.4 Expand geothermal service to BSU and 2-3 bldgs/year (PCN 71 was split.6geo/.4sewer. The.6 will Geothermal increase (adding.4 to Geo) and the.4sewer will stay in Sewer as new PCN2327) Lift Station mechanic (PCN 2290), 1.0 inventory at Biosolids site (PCN 2291), 1.0 Watershed educational facility (PCN 2287), 2.0 Sewer 1.0 Lift Station mechanic (PCN 2290), 1.0 inventory at Biosolids site (PCN 2291), 1.0 Watershed educational facility (PCN 2287), -1.0 transfer out to preventive inspection of sewer manholes (PCNs 2299 & 2300), -1.0 transfer out to Fleet Mgmt (PCN 1536), 1.0 On Base/IT plan (PCN Fleet Mgmt (PCN 1536) ) Solid Waste Total Other Funds Total FTE's Boise City Population estimate 213, , ,503 Number of total FTEs per 1000 Population

27 ALL FUNDS FINANCIAL REPORT DEFINITION The Triannual Financial Report provides a comparison of year-to-date actuals and projections to year end for revenues and expenditures by department and fund. Based on year-to-date and prior year actuals, departments project their revenues and expenditures through the remainder of the year. The focus of this report is on actuals and projections to year end. This report shows the Adopted budget amount for revenues and expenditures. The Interim Budget Changes amount shows all budget changes made since adoption of the budget including rebudgets and encumbrances from the prior year. 25

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29 Boise City Triannual Financial Report Report ran on March 13, 2009 at 02:52:14 PM. Year-to-Date Actual Revenues FY 2007 YTD Actual Revenues FY 2008 YTD Actual Revenues % Change YTD Actual Revenues % Change General Fund (101) Adopted Budgeted Revenue Interim Budget Change Amount Revised Revenue Projected Revenues % YTD to Projection % YTD to Revised Arts and History 5,192 (65) % % Art Administration 15, ,000 15, % 4.8% 5,370 6, % 4, % Performing Arts 53, ,790 53, % 7.9% 5,371 5, % % Public Art Services 19, ,000 19, % 1.8% 15,933 11, % 5, % Subtotal Arts and History 87, ,790 87, % 6.1% Finance and Administration 442, , % 442, % Financial Services 1,273, ,273,373 1,333, % 34.8% Fleet Management , , % 650, % Government Admin 1,550, ,550,889 1,550, % 41.9% 584, , % 585, % Parking Services 2,073, ,073,227 1,788, % 28.2% 1,606,201 1,708, % 1,678, % Subtotal Finance and Administration 4,897, ,897,489 4,672, % 34.3% Fire 431, , % 683, % Emergency Response 1,855, ,621 2,116,176 2,054, % 32.3% 847, , % 496, % Fire Chief 1,801,056 89,743 1,890,799 1,888, % 26.2% 97, , % 88, % Fire Prevention 354, , , % 24.9% 84 3, % % Logistics 1, , % 6.8% 9,690 2, % 2, % Training 25, ,700 20, % 9.1% 1,386,773 1,537, % 1,270, % Subtotal Fire 4,037, ,364 4,388,185 4,250, % 29.0% Human Resources 142, , % 136, % HR Management 428, , , % 31.9% 142, , % 136, % Subtotal Human Resources 428, , , % 31.9% Information Technology % GIS Services % 0 1,118,861 1,491, % IT Administration 4,699, ,699,216 4,699, % 31.7% 268, % 0 IT Application Services , % 0 IT Customer Services 7, , % 196,541 27, % 2, % IT Infrastructure Services 6, ,106 6, % 33.3% 94, % 0 IT Planning, Analysis, Support ,495 29, % 23, % Security & Communication Services 68, ,640 68, % 33.9% 616,044 1,175, % 1,517, % Subtotal Information Technology 4,781, ,781,462 4,773, % 31.7% Intergovernmental ,152 Contracts 38, ,800 38, % 26.2% 55,831,704 6,019, % 58,808, % Intergovernmental 124,900,981 (22,631) 124,878, ,578, % 47.1% 55,831,704 6,019, % 58,818, % Subtotal Intergovernmental 124,939,781 (22,631) 124,917, ,617, % 47.1% Legal 19,006 14, % 20, % Civil 61, ,155 62, % 34.3% 245, , % 304, % Criminal 1,045, ,045, , % 29.1% Juvenile Accountability , , % 325, % Subtotal Legal 1,106, ,106,765 1,062, % 29.4% _CW Financial Projections 27

30 Boise City Triannual Financial Report Report ran on March 13, 2009 at 02:52:14 PM. Year-to-Date Actual Revenues FY 2007 YTD Actual Revenues FY 2008 YTD Actual Revenues % Change YTD Actual Revenues % Change Library Adopted Budgeted Revenue Interim Budget Change Amount Revised Revenue Projected Revenues % YTD to Projection % YTD to Revised 93, , % 255, % Administrative Support 475, , , % 53.7% 7,167 8, % 16, % Neighborhood Outreach Services 87, ,261 87, % 18.5% Public/Main Library Services 3, , % 100, , % 271, % Subtotal Library 566, , , % 48.0% Mayor and Council 91,225 70, % 60, % City Council 182, , , % 33.3% 114, , % 127, % Mayor's Office 360, , , % 35.5% 5,460 4, % % Special Projects 2, ,988 2, % 33.3% 210, , % 189, % Subtotal Mayor and Council 545, , , % 34.8% Parks and Recreation 71,558 72, % 61, % Depot & Special Events 286,560 4, , , % 21.1% 942, , % 761, % Idaho IceWorld 1,768, ,768,955 1,682, % 43.0% 3,256 3, % 3, % Park and Rec Administration 559,550 (6,994) 552,556 28, % 0.7% 41,750 23, % 35, % Open Space & Foothills Mgmt 119, , , % 30.1% 338, , % 329, % Recreation Services 1,514, ,514,702 1,531, % 21.7% 48, , % 94, % Resource Management 331,159 25, , , % 26.5% 277, , % 283, % Warm Springs Golf Course 1,522,533 2,500 1,525,033 1,513, % 18.6% 69,860 65, % 140, % Zoo 1,077, ,077,853 1,053, % 13.1% 1,793,520 1,775, % 1,709, % Subtotal Parks and Recreation 7,180,312 25,000 7,205,312 6,481, % 23.7% Planning and Development Services 2,468,223 2,334, % 1,562, % Building 7,153, ,153,885 4,929, % 21.8% 180, , % 147, % Planning Services 614,500 95, , , % 20.8% 21,636 42, % 62, % Public Services 0 25,000 25,000 62, % 250.4% 2,669,912 2,539, % 1,772, % Subtotal Planning and Development Services 7,768, ,000 7,888,385 5,408, % 22.5% Police 24,694 16, % 17, % Community Outreach 34, ,077 35, % 49.8% 84,403 88, % 37, % Criminal Investigation Division 400, , , % 9.3% 178, , % 215, % Patrol Valley 725, , , , % 29.7% 63,107 65, % 80, % Police Support Services 477,575 3,515,873 3,993,448 3,993, % 2.0% 694 2, % % Professional Development 7, ,500 7, % 0.0% 642,700 1,519, % 1,214, % Patrol Bench 5,194, ,480 5,462,174 4,123, % 22.2% 994,462 1,893, % 1,565, % Subtotal Police 6,839,269 4,508,930 10,623,199 9,075, % 14.7% Public Works 79,345 43, % 27, % Engineering 294, , , % 9.4% 16,272 13, % 8, % Environmental 63, ,816 53, % 13.1% 82,062 75, % 86, % Administration 259, , , % 33.3% 83,288 76, % 80, % Government Buildings 241, , , % 33.2% 260, , % 202, % Subtotal Public Works 859, , , % 23.6% 65,894,076 17,581, % 69,465, % Subtotal General Fund 164,038,377 4,981, ,295, ,619, % 41.3% _CW Financial Projections 28

31 Boise City Triannual Financial Report Report ran on March 13, 2009 at 02:52:14 PM. Year-to-Date Actual Revenues FY 2007 YTD Actual Revenues FY 2008 YTD Actual Revenues % Change YTD Actual Revenues % Change Adopted Budgeted Revenue Interim Budget Change Amount Revised Revenue Projected Revenues % YTD to Projection % YTD to Revised Capital Fund (402) 0 0 1,320 Arts and History , , % 499, % Finance and Administration 5,641, ,641,419 5,641, % 8.9% ,866 Fire 75, , , , % 132.3% Information Technology Library Mayor and Council , , % 197, % Parks and Recreation 7,773,075 5,268,954 13,042,029 1,000, % 1.5% Planning and Development Services ,799 Police 25, ,000 25, % 267.2% Public Works 200,000 1,000,000 1,200,000 1,200, % 0.0% 814,709 1,074, % 998, % Subtotal Capital Fund 13,714,494 6,369,954 20,084,448 8,042, % 5.0% 86,945 78, % 33, % Foothills Levy Fund (403) 120, , , % 28.1% 66,795,730 18,735, % 70,497, % Total Tax Support 177,873,768 11,351, ,500, ,782, % 37.4% Enterprise Funds 11,992,869 13,304, % 10,305, % Airport Fund (525) 46,086, ,086,735 32,326, % 22.4% 309, , % 300, % Geothermal Fund (528) 2,479, ,964 2,788,934 2,666, % 10.8% 61,206 4, % % Municipal Irrigation Fund (527) 58, ,000 57, % 0.3% 171, , % 219, % Parking Garage Fund (530) 670, , , % 32.7% 14,692,858 10,082, % 9,283, % Sewer Fund (526) 41,069, ,069,279 31,276, % 22.6% 6,597,118 7,630, % 7,790, % Solid Waste Fund (531) 25,160, ,160,340 24,238, % 31.0% 33,825,041 31,492, % 27,900, % Subtotal Enterprise Funds 115,524, , ,833,856 91,236, % 24.1% _CW Financial Projections 29

32 Boise City Triannual Financial Report Report ran on March 13, 2009 at 02:52:14 PM. Year-to-Date Actual Revenues FY 2007 YTD Actual Revenues FY 2008 YTD Actual Revenues % Change YTD Actual Revenues % Change Adopted Budgeted Revenue Interim Budget Change Amount Revised Revenue Projected Revenues % YTD to Projection % YTD to Revised Other Funds 164,275 54, % 9, % Affordable Housing Fund (771) 113, , , % 8.6% 8,905 5, % 1, % Boise City Trust Fund (753) 150,016,115 (12,516,380) 137,499, ,499, % 0.0% 307, , % 337, % Boise Housing Rehab Fund (770) 1,335, ,335,485 1,335, % 25.3% 458, , % 729, % City Shop Fund (645) 2,042,923 20,005 2,062,928 2,359, % 35.4% 129, , % 247, % Community Development Fund (206) 2,700,000 1,246,707 3,946,707 3,946, % 6.3% 619,515 1,942, % 1,933, % Debt Service Fund (315) 2,831, ,831,266 2,831, % 68.3% 4,531,529 5,641, % 6,378, % Health Insurance Trust Fund (643) 20,827, ,827,921 20,827, % 30.6% % % Humane Society Trust Fund (775) % 7.9% 11,816 8, % 11, % L M Cunningham Fund (640) 23, ,564 23, % 47.9% 38,602 32, % 82, % Local Affordable Housing Fund (773) 117, , , % 70.0% 154, , % 851, % Local Home Trust Fund (793) 1,583, ,087 1,897,565 1,897, % 44.9% 72,997 71, % 46, % Perpetual Care Fund (776) 206, , , % 22.8% 8,568 7, % 4, % Rental Rehab Fund (772) 22, ,893 22, % 18.8% 1,475,724 1,119, % 1,123, % Risk Management Fund (641 / 642) 4,489, ,489,136 4,326, % 25.0% 7,981,217 10,916, % 11,758, % Subtotal Other Funds 186,310,421 (10,935,581) 175,374, ,509, % 6.7% 108,601,988 61,144, % 110,156, % Citywide Total 479,709, , ,709, ,527, % 23.0% _CW Financial Projections 30

33 Boise City Triannual Financial Report Report ran on March 13, 2009 at 02:52:14 PM. Year-to-Date Actual Expenditures FY 2007 YTD Actual Expenses FY 2008 YTD Actual Expenses % Change YTD Actual Expenses % Change General Fund (101) Adopted Budgeted Expenses Interim Budget Change Amount Revised Expenses Projected Expenses % YTD to Projection % YTD to Revised Arts & History 93,458 58, % 125, % Art Administration 260,481 11, , , % 46.0% 13,965 15, % 13, % Performing Arts 103, , , % 13.0% 53,994 46, % 56, % Public Art Services 144,008 22, , , % 34.1% 161, , % 195, % Subtotal Arts and History 507,848 34, , , % 36.1% Finance and Administration 698, , % 850, % Financial Services 2,425,361 47,000 2,472,361 2,442, % 34.4% 0 2, % Fleet Management (1) 0 (1) % 482, , % 585, % Government Admin 1,670, ,597 1,800,902 1,347, % 32.5% 339, , % 283, % Parking Services 935,569 11, , , % 29.9% 1,521,285 1,627, % 1,718, % Subtotal Finance and Administration 5,031, ,981 5,220,216 4,701, % 32.9% Fire 8,135,047 8,566, % 9,256, % Emergency Response 27,602, ,189 27,748,881 27,579, % 33.4% 741, , % 899, % Fire Chief 4,186,572 1,263,783 5,450,355 4,107, % 16.5% 350, , % 334, % Fire Prevention 1,036,209 (9,478) 1,026,731 1,026, % 32.6% 316, , % 513, % Logistics 1,356, ,647 1,721,704 1,686, % 29.8% 425, , % 515, % Training 1,205,708 49,310 1,255,018 1,362, % 41.1% 9,969,557 10,543, % 11,518, % Subtotal Fire 35,387,237 1,815,451 37,202,688 35,762, % 31.0% Human Resources 448, , % 394, % HR Management 1,276, ,908 1,640,831 1,640, % 24.0% 448, , % 394, % Subtotal Human Resources 1,276, ,908 1,640,831 1,640, % 24.0% Information Technology 76, , % 115, % GIS Services 324,323 32, , , % 32.3% 120, , % 115, % IT Administration 560,788 26, , , % 19.6% 566, , % 580, % IT Application Services 1,752,691 (26,545) 1,726,146 1,647, % 33.6% 126, , % 273, % IT Customer Services 819, , , , % 28.7% 165, , % 368, % IT Infrastructure Services 819,694 47, , , % 42.5% 296, , % 387, % IT Planning, Analysis, Support 888, ,185 1,095,589 1,034, % 35.4% 195, , % 207, % Security & Communication Services 704,537 15, , , % 28.8% 1,546,453 1,827, % 2,047, % Subtotal Information Technology 5,870, ,942 6,305,220 6,108, % 32.5% Intergovernmental 2,231,989 2,563, % 2,638, % Contracts 6,780, ,649 7,674,792 7,674, % 34.4% 1,326,537 1,787, % 1,854, % Intergovernmental 13,651,595 (716,380) 12,935,215 12,520, % 14.3% 3,558,526 4,351, % 4,492, % Subtotal Intergovernmental 20,431, ,269 20,610,007 20,195, % 21.8% Legal 305, , % 249, % Civil 1,405,024 36,846 1,441, , % 17.3% 985,148 1,176, % 1,191, % Criminal 3,017,381 68,189 3,085,570 3,701, % 38.6% % 0 Juvenile Accountability ,290,310 1,449, % 1,441, % Subtotal Legal 4,422, ,035 4,527,440 4,451, % 31.8% _CW Financial Projections 31

34 Boise City Triannual Financial Report Report ran on March 13, 2009 at 02:52:14 PM. Year-to-Date Actual Expenditures FY 2007 YTD Actual Expenses FY 2008 YTD Actual Expenses % Change YTD Actual Expenses % Change Library Adopted Budgeted Expenses Interim Budget Change Amount Revised Expenses Projected Expenses % YTD to Projection % YTD to Revised 1,349,974 1,213, % 1,706, % Administrative Support 3,580, ,253 4,034,809 3,962, % 42.3% 71, , % 490, % Neighborhood Outreach Services 1,894,552 24,464 1,919,016 1,919, % 25.6% 932, , % 991, % Public/Main Library Services 3,008,061 56,585 3,064,646 3,064, % 32.4% 2,353,925 2,309, % 3,189, % Subtotal Library 8,483, ,302 9,018,471 8,945, % 35.4% Mayor and Council 194, , % 173, % City Council 507,909 27, , , % 32.3% 664, , % 753, % Mayor's Office 1,835, ,074 2,293,376 2,283, % 32.9% 37, % 802 Special Projects 3, ,294 3, % 24.3% 895,389 1,084, % 927, % Subtotal Mayor and Council 2,346, ,956 2,832,462 2,822, % 32.7% Parks and Recreation 135, , % 148, % Depot & Special Events 379,787 4, , , % 38.7% 581, , % 672, % Idaho IceWorld 1,863,878 11,839 1,875,717 1,736, % 35.9% 616, , % 586, % Park and Rec Administration 2,523, ,768 2,658,052 2,157, % 22.1% 116, , % 164, % Open Space & Foothills Mgmt 494,496 24, , , % 31.6% 779, , % 884, % Recreation Services 3,710,168 68,640 3,778,808 3,895, % 23.4% 2,052,161 2,255, % 2,146, % Resource Management 8,386, ,278 8,536,970 8,007, % 25.1% 289, , % 448, % Warm Springs Golf Course 1,520,058 10,412 1,530,470 1,294, % 29.3% 406, , % 531, % Zoo 1,809, ,685 1,913,791 1,855, % 27.8% 4,977,806 5,417, % 5,583, % Subtotal Parks and Recreation 20,687, ,890 21,196,358 19,853, % 26.3% Planning and Development Services 1,606,557 1,557, % 1,603, % Building 5,639,907 97,796 5,737,703 5,099, % 27.9% 1,217,870 1,307, % 1,260, % Planning Services 3,893, ,056 4,846,280 4,316, % 26.0% 14,480 98, % 76, % Public Services 0 138, , , % 55.5% 2,838,906 2,963, % 2,940, % Subtotal Planning and Development Services 9,533,131 1,189,107 10,722,238 9,554, % 27.4% Police 2,024,715 2,064, % 2,174, % Community Outreach 6,708,309 (42,067) 6,666,242 6,666, % 32.6% 2,334,127 2,286, % 2,205, % Criminal Investigation Division 7,170,311 34,632 7,204,943 7,204, % 30.6% 3,074,835 3,238, % 3,300, % Patrol Valley 10,194,893 10,340,024 10,340,024 10,340, % 31.9% 1,831,642 1,770, % 2,361, % Police Support Services 7,580,038 3,833,588 11,413,626 11,413, % 20.7% 422, , % 380, % Professional Development 1,243,622 25,716 1,269,338 1,269, % 30.0% 2,808,945 3,954, % 3,796, % Patrol Bench 12,930,964 (43,178) 12,887,786 12,887, % 29.5% 12,496,499 13,698, % 14,219, % Subtotal Police 45,828,136 14,148,715 49,781,958 49,781, % 28.6% Public Works 507, , % 604, % Engineering 1,742, ,653 1,851,932 1,757, % 32.7% 107, , % 150, % Environmental 506,582 8, , , % 29.2% 63,365 70, % 88, % Administration 244,427 8, , , % 35.0% 348, , % 456, % Government Buildings 1,739,016 14,741 1,753,757 1,766, % 26.0% 1,027,069 1,143, % 1,300, % Subtotal Public Works 4,232, ,590 4,373,894 4,268, % 29.7% 43,086,131 46,935, % 49,970, % Subtotal General Fund 164,038,377 20,130, ,974, ,621, % 28.7% _CW Financial Projections 32

35 Boise City Triannual Financial Report Report ran on March 13, 2009 at 02:52:14 PM. Year-to-Date Actual Expenditures FY 2007 YTD Actual Expenses FY 2008 YTD Actual Expenses % Change YTD Actual Expenses % Change Adopted Budgeted Expenses Interim Budget Change Amount Revised Expenses Projected Expenses % YTD to Projection % YTD to Revised Capital Fund (402) 6,315 78, % 81, % Arts and History 0 478, , , % 16.9% % 0 Finance and Administration 0 59,837 59,837 59, % 0.0% 150, , % 222, % Fire 675,500 3,445,120 4,120,620 4,120, % 5.4% 21,189 37, % 54, % Information Technology 454, , , , % 6.7% 39, , % 796, % Library 150,000 4,705,803 4,855,803 4,855, % 16.4% 43, , % 119, % Mayor and Council 500,000 5,105,973 5,605,973 5,605, % 2.1% 1,753, , % 1,236, % Parks and Recreation 13,679,330 9,162,852 22,842,182 4,500, % 5.4% Planning and Development Services ,060 Police 0 7,061 7,061 7, % 100.0% 78, , % 2,451, % Public Works 1,043,175 6,231,803 7,274,978 7,156, % 33.7% 2,093,763 2,443, % 4,969, % Subtotal Capital Fund 16,502,505 29,558,692 46,061,197 27,600, % 10.8% ,827 Foothills Levy Fund (403) 36,250 4,110,641 4,146,891 4,146, % 0.3% 45,179,894 49,379, % 54,951, % Total Tax Support 180,577,132 53,800, ,182, ,368, % 24.5% Enterprise Funds 3,885,299 12,288, % 10,998, % Airport Fund (525) 44,805,815 20,352,412 65,158,227 40,855, % 16.9% 7, , % 153, % Geothermal Fund (528) 2,905, ,972 3,250,809 2,899, % 4.7% 4,854 9, % 20, % Municipal Irrigation Fund (527) 86,532 (21,007) 65,525 61, % 31.0% 113, , % 174, % Parking Garage Fund (530) 671, , , % 26.0% (9,581,580) 14,825, % 12,598, % Sewer Fund (526) 40,735,250 24,749,733 65,484,983 62,536, % 19.2% 6,621,163 7,727, % 7,699, % Solid Waste Fund (531) 25,263, ,101 25,638,203 24,172, % 30.0% 1,050,974 35,159, % 31,643, % Subtotal Enterprise Funds 114,468,180 45,801, ,269, ,198, % 19.7% _CW Financial Projections 33

36 Boise City Triannual Financial Report Report ran on March 13, 2009 at 02:52:14 PM. Year-to-Date Actual Expenditures FY 2007 YTD Actual Expenses FY 2008 YTD Actual Expenses % Change YTD Actual Expenses % Change Adopted Budgeted Expenses Interim Budget Change Amount Revised Expenses Projected Expenses % YTD to Projection % YTD to Revised Other Funds 279,448 22, % 24, % Affordable Housing Fund (771) 574, , , % 4.2% Boise City Trust Fund (753) 150,016,115 (91,312,099) 58,704,016 58,704, % 0.0% 82, , % 661, % Boise Housing Rehab Fund (770) 2,887, ,887,338 2,887, % 22.9% 477, , % 737, % City Shop Fund (645) 2,037,203 95,208 2,132,411 2,354, % 34.6% 216, , % 280, % Community Development Fund (206) 2,703,431 1,246,707 3,950,138 3,950, % 7.1% 1,937,674 3,849, % 1,826, % Debt Service Fund (315) 2,831, ,831,266 2,831, % 64.5% 4,721,698 4,575, % 5,630, % Health Insurance Trust Fund (643) 20,341,321 25,000 20,366,321 20,366, % 27.6% Humane Society Trust Fund (775) % 0.0% 2,433 1, % 1, % L M Cunningham Fund (640) 20, ,900 20, % 7.5% (74,539) 29, % 20, % Local Affordable Housing Fund (773) 345,493 32, , , % 5.5% 496, , % 184, % Local Home Trust Fund (793) 2,325, ,087 2,639,458 2,639, % 7.0% Perpetual Care Fund (776) 206, , , % 0.0% 3, % % Rental Rehab Fund (772) 2, ,925 2, % 14.6% 2,778,535 2,735, % 2,611, % Risk Management Fund (641 / 642) 4,270, ,660 4,463,498 4,188, % 58.5% 10,921,204 13,046, % 11,979, % Subtotal Other Funds 188,563,478 (89,406,409) 99,157,069 99,104, % 12.1% 57,152,072 97,585, % 98,575, % Citywide Total 483,608,790 10,194, ,608, ,671, % 20.4% _CW Financial Projections 34

37 Boise City Triannual Financial Report Report ran on March 13, 2009 at 02:52:14 PM. Year-to-Date Actual Net Resource/(Use) Annual Net Resource/(Use) FY 2007 YTD Net Resource/(Use) FY 2008 YTD Net Resource/(Use) % Change YTD Net Resource/(Use) % Change General Fund (101) Net Adjusted Resource/(Use) Interim Budget Change Amount Net Revised Resource/(Use) Projected Net Resource/(Use) % YTD to Projection % YTD to Revised Arts & History (88,266) (58,752) -33.4% (124,597) 112.1% Art Administration (245,481) (11,872) (257,353) (249,853) 49.9% 48.4% (8,595) (9,125) 6.2% (9,194) 0.7% Performing Arts (49,569) 0 (49,569) (49,569) 18.5% 18.5% (48,623) (41,263) -15.1% (56,458) 36.8% Public Art Services (125,008) (22,740) (147,748) (147,748) 38.2% 38.2% (145,484) (109,140) -25.0% (190,248) 74.3% Subtotal Arts and History (420,058) (34,612) (454,670) (447,170) 42.5% 41.8% Finance and Administration (256,289) (343,520) 34.0% (407,589) 18.7% Financial Services (1,151,988) (47,000) (1,198,988) (1,108,988) 36.8% 34.0% 0 (2,970) (20) Fleet Management ,852 55, % 65, % Government Admin (119,416) (130,597) (250,013) 203, % -26.2% 244, , % 302, % Parking Services 1,137,658 (11,384) 1,126, , % 26.8% 84,916 81, % (39,906) % Subtotal Finance and Administration (133,746) (188,981) (322,727) (29,025) 137.5% 12.4% Fire (7,703,182) (8,140,355) 5.7% (8,572,293) 5.3% Emergency Response (25,747,137) 114,432 (25,632,705) (25,524,610) 33.6% 33.4% 105, , % (402,934) % Fire Chief (2,385,516) (1,174,040) (3,559,556) (2,219,435) 18.2% 11.3% (252,778) (158,972) -37.1% (246,301) 54.9% Fire Prevention (681,999) 9,478 (672,521) (739,331) 33.3% 36.6% (316,429) (410,887) 29.9% (512,933) 24.8% Logistics (1,354,757) (365,647) (1,720,404) (1,686,304) 30.4% 29.8% (416,088) (438,760) 5.4% (513,425) 17.0% Training (1,180,008) (49,310) (1,229,318) (1,341,968) 38.3% 41.8% (8,582,784) (9,006,642) 4.9% (10,247,886) 13.8% Subtotal Fire (31,349,416) (1,465,087) (32,814,503) (31,511,648) 32.5% 31.2% Human Resources (306,359) (250,958) -18.1% (257,397) 2.6% HR Management (848,628) (363,908) (1,212,536) (1,212,537) 21.2% 21.2% (306,359) (250,958) -18.1% (257,397) 2.6% Subtotal Human Resources (848,628) (363,908) (1,212,536) (1,212,537) 21.2% 21.2% Information Technology (76,796) (125,206) 63.0% (115,335) -7.9% GIS Services (324,323) (32,231) (356,554) (356,536) 32.3% 32.3% (120,233) 1,005, % 1,376, % IT Administration 4,138,428 (26,408) 4,112,020 4,112, % 33.5% (297,187) (518,924) 74.6% (580,601) 11.9% IT Application Services (1,752,691) 26,545 (1,726,146) (1,647,146) 35.2% 33.6% (89,235) (244,397) 173.9% (273,199) 11.8% IT Customer Services (812,340) (132,145) (944,485) (895,462) 30.5% 28.9% 31,437 (267,007) % (366,427) 37.2% IT Infrastructure Services (813,588) (47,729) (861,317) (861,317) 42.5% 42.5% (202,467) (290,963) 43.7% (387,647) 33.2% IT Planning, Analysis, Support (888,404) (207,185) (1,095,589) (1,034,589) 37.5% 35.4% (175,928) (210,972) 19.9% (184,391) -12.6% Security & Communication Services (635,897) (15,789) (651,686) (651,686) 28.3% 28.3% (930,409) (651,918) -29.9% (530,829) -18.6% Subtotal Information Technology (1,088,816) (434,942) (1,523,758) (1,334,717) 39.8% 34.8% Intergovernmental (2,231,989) (2,563,361) 14.8% (2,627,969) 2.5% Contracts (6,741,343) (894,649) (7,635,992) (7,635,992) 34.4% 34.4% 54,505,167 4,231, % 56,954, % Intergovernmental 111,249, , ,943, ,058, % 50.9% 52,273,178 1,668, % 54,326, % Subtotal Intergovernmental 104,508,043 (200,900) 104,307, ,422, % 52.1% Legal (286,096) (257,969) -9.8% (228,890) -11.3% Civil (1,343,869) (36,846) (1,380,715) (686,669) 33.3% 16.6% (739,597) (946,460) 28.0% (887,567) -6.2% Criminal (1,971,771) (68,189) (2,039,960) (2,701,832) 32.9% 43.5% (60) % 0 Juvenile Accountability (1,025,753) (1,204,429) 17.4% (1,116,457) -7.3% Subtotal Legal (3,315,640) (105,035) (3,420,675) (3,388,501) 32.9% 32.6% _CW Financial Projections 35

38 Boise City Triannual Financial Report Report ran on March 13, 2009 at 02:52:14 PM. Year-to-Date Actual Net Resource/(Use) Annual Net Resource/(Use) FY 2007 YTD Net Resource/(Use) FY 2008 YTD Net Resource/(Use) % Change YTD Net Resource/(Use) % Change Library Net Adjusted Resource/(Use) Interim Budget Change Amount Net Revised Resource/(Use) Projected Net Resource/(Use) % YTD to Projection % YTD to Revised (1,256,613) (1,096,814) -12.7% (1,451,651) 32.4% Administrative Support (3,104,643) (454,253) (3,558,896) (3,571,402) 40.6% 40.8% (64,742) (122,770) 89.6% (474,571) 286.6% Neighborhood Outreach Services (1,807,291) (24,464) (1,831,755) (1,831,755) 25.9% 25.9% (932,042) (965,147) 3.6% (991,648) 2.7% Public/Main Library Services (3,005,061) (56,585) (3,061,646) (3,064,646) 32.4% 32.4% (2,253,397) (2,184,730) -3.0% (2,917,870) 33.6% Subtotal Library (7,916,995) (535,302) (8,452,297) (8,467,803) 34.5% 34.5% Mayor and Council (102,936) (104,770) 1.8% (112,413) 7.3% City Council (325,290) (27,882) (353,172) (353,172) 31.8% 31.8% (549,876) (789,395) 43.6% (625,489) -20.8% Mayor's Office (1,475,106) (458,074) (1,933,180) (1,923,180) 32.5% 32.4% (31,731) 4, % % Special Projects (306) 0 (306) (306) -63.5% -63.5% (684,542) (889,431) 29.9% (737,708) -17.1% Subtotal Mayor and Council (1,800,703) (485,956) (2,286,659) (2,276,658) 32.4% 32.3% Parks and Recreation (64,182) (81,231) 26.6% (87,460) 7.7% Depot & Special Events (93,227) 412 (92,815) (112,675) 77.6% 94.2% 361, , % 88, % Idaho IceWorld (94,923) (11,839) (106,762) (54,113) % -82.6% (612,976) (454,671) -25.8% (582,613) 28.1% Park and Rec Administration (1,963,734) (141,762) (2,105,496) (2,129,529) 27.4% 27.7% (74,895) (119,409) 59.4% (128,218) 7.4% Open Space & Foothills Mgmt (375,496) (24,186) (399,682) (397,953) 32.2% 32.1% (440,806) (502,388) 14.0% (555,596) 10.6% Recreation Services (2,195,466) (68,640) (2,264,106) (2,363,785) 23.5% 24.5% (2,003,543) (2,148,405) 7.2% (2,051,910) -4.5% Resource Management (8,055,533) (125,278) (8,180,811) (7,731,501) 26.5% 25.1% (11,905) (138,906) % (165,077) 18.8% Warm Springs Golf Course 2,475 (7,912) (5,437) 219, % % (337,081) (429,706) 27.5% (391,122) -9.0% Zoo (731,253) (104,685) (835,938) (801,357) 48.8% 46.8% (3,184,286) (3,641,358) 14.4% (3,873,768) 6.4% Subtotal Parks and Recreation (13,507,156) (483,890) (13,991,046) (13,371,611) 29.0% 27.7% Planning and Development Services 861, , % (41,110) % Building 1,513,978 (97,796) 1,416,182 (170,366) 24.1% -2.9% (1,037,817) (1,144,729) 10.3% (1,112,233) -2.8% Planning Services (3,278,724) (858,056) (4,136,780) (3,900,251) 28.5% 26.9% 7,156 (56,693) % (14,172) -75.0% Public Services 0 (113,255) (113,255) (75,665) 18.7% 12.5% (168,995) (423,886) 150.8% (1,167,515) 175.4% Subtotal Planning and Development Services (1,764,746) (1,069,107) (2,833,853) (4,146,282) 28.2% 41.2% Police (2,000,021) (2,048,269) 2.4% (2,156,625) 5.3% Community Outreach (6,673,809) 42,644 (6,631,165) (6,631,165) 32.5% 32.5% (2,249,724) (2,197,196) -2.3% (2,168,193) -1.3% Criminal Investigation Division (6,770,311) (34,632) (6,804,943) (6,804,943) 31.9% 31.9% (2,895,971) (3,038,170) 4.9% (3,085,087) 1.5% Patrol Valley 0 (9,615,024) (9,615,024) (9,615,024) 32.1% 32.1% (1,768,536) (1,705,582) -3.6% (2,281,384) 33.8% Police Support Services (7,102,463) (317,715) (7,420,178) (7,420,178) 30.7% 30.7% (421,540) (380,719) -9.7% (380,793) 0.0% Professional Development (1,236,122) (25,716) (1,261,838) (1,261,838) 30.2% 30.2% (2,166,245) (2,435,007) 12.4% (2,582,041) 6.0% Patrol Bench (7,736,270) 310,658 (7,425,612) (8,764,364) 29.5% 34.8% (11,502,037) (11,804,942) 2.6% (12,654,124) 7.2% Subtotal Police (29,518,974) (9,639,785) (39,158,759) (40,497,512) 31.2% 32.3% Public Works (428,465) (470,646) 9.8% (577,310) 22.7% Engineering (1,448,050) (109,653) (1,557,703) (1,574,511) 36.7% 37.1% (91,102) (115,648) 26.9% (142,123) 22.9% Environmental (2,930,506) 2,479,029 (451,477) (437,971) 32.5% 31.5% 18,697 4, % (2,109) % Administration 14,878 (8,485) 6,393 6, % -33.0% (265,231) (353,960) 33.5% (376,596) 6.4% Government Buildings (1,497,334) (14,741) (1,512,075) (1,525,005) 24.7% 24.9% (766,102) (935,375) 22.1% (1,098,138) 17.4% Subtotal Public Works (5,861,012) 2,346,150 (3,514,862) (3,531,151) 31.1% 31.2% 22,807,945 (29,353,546) % 19,494, % Subtotal General Fund 6,982,154 (12,661,356) (5,679,202) (7,792,472) % % _CW Financial Projections 36

39 Boise City Triannual Financial Report Report ran on March 13, 2009 at 02:52:14 PM. Year-to-Date Actual Net Resource/(Use) Annual Net Resource/(Use) FY 2007 YTD Net Resource/(Use) FY 2008 YTD Net Resource/(Use) % Change YTD Net Resource/(Use) % Change Net Adjusted Resource/(Use) Interim Budget Change Amount Net Revised Resource/(Use) Projected Net Resource/(Use) % YTD to Projection % YTD to Revised Capital Fund (402) (6,315) (78,262) % (79,697) 1.8% Arts and History 0 (478,627) (478,627) (478,627) 16.7% 16.7% 0 300, , % 499, % Finance and Administration 5,641,419 (59,837) 5,581,582 5,581, % 8.9% (150,833) (287,791) 90.8% 10, % Fire (600,500) (3,344,120) (3,944,620) (3,944,620) -0.3% -0.3% (21,189) (37,209) 75.6% (54,715) 47.0% Information Technology (454,500) (361,616) (816,116) (816,116) 6.7% 6.7% (39,161) (564,910) % (796,427) 41.0% Library (150,000) (4,705,803) (4,855,803) (4,855,803) 16.4% 16.4% (43,475) (139,686) 221.3% (119,855) -14.2% Mayor and Council (500,000) (5,105,973) (5,605,973) (5,605,973) 2.1% 2.1% (1,240,148) (392,631) -68.3% (1,038,640) 164.5% Parks and Recreation (5,906,255) (3,893,898) (9,800,153) (3,500,000) 29.7% 10.6% % 0 Planning and Development Services % 59,739 Police 25,000 (7,061) 17,939 17, % 333.0% (78,639) (424,910) 440.3% (2,451,260) 476.9% Public Works (843,175) (5,231,803) (6,074,978) (5,956,678) 41.2% 40.4% (1,279,054) (1,368,830) 7.0% (3,970,954) 190.1% Subtotal Capital Fund (2,788,011) (23,188,738) (25,976,749) (19,558,296) 20.3% 15.3% 86,945 78, % 22, % Foothills Levy Fund (403) 84,647 (4,110,641) (4,025,994) (4,025,994) -0.6% -0.6% 21,615,835 (30,643,636) % 15,545, % Total Tax Support 4,278,790 (39,960,735) (35,681,945) (31,376,762) -49.5% -43.6% Enterprise Funds 8,107,570 1,015, % (692,586) % Airport Fund (525) 1,280,920 (20,352,412) (19,071,492) (8,529,193) 8.1% 3.6% 302, , % 147, % Geothermal Fund (528) (425,867) (36,008) (461,875) (232,940) -63.2% -31.9% % (20,128) Municipal Irrigation Fund (527) (28,532) 21,007 (7,525) (4,647) 433.1% 267.5% 57,446 1, % 44, % Parking Garage Fund (530) (1,076) 0 (1,076) (1,076) % % 24,274,438 (4,743,232) % (3,314,558) -30.1% Sewer Fund (526) 334,029 (24,749,733) (24,415,704) (31,260,364) 10.6% 13.6% (24,045) % 0 Solid Waste Fund (531) (102,762) (375,101) (477,863) 66, % 0.0% 32,717,716 (3,565,284) % (3,835,357) 7.6% Subtotal Enterprise Funds 1,056,712 (45,492,247) (44,435,535) (39,961,891) 9.6% 8.6% _CW Financial Projections 37

40 Boise City Triannual Financial Report Report ran on March 13, 2009 at 02:52:14 PM. Year-to-Date Actual Net Resource/(Use) Annual Net Resource/(Use) FY 2007 YTD Net Resource/(Use) FY 2008 YTD Net Resource/(Use) % Change YTD Net Resource/(Use) % Change Net Adjusted Resource/(Use) Interim Budget Change Amount Net Revised Resource/(Use) Projected Net Resource/(Use) % YTD to Projection % YTD to Revised Other Funds (115,173) 32, % (14,541) % Affordable Housing Fund (771) (460,788) 0 (460,788) (460,788) 3.2% 3.2% 8,905 5, % 1, % Boise City Trust Fund (753) 0 78,795,719 78,795,719 78,795, % 0.0% 224,944 (222,388) % (324,291) 45.8% Boise Housing Rehab Fund (770) (1,551,853) 0 (1,551,853) (1,551,853) 20.9% 20.9% (18,764) 9, % (8,038) % City Shop Fund (645) 5,720 (75,203) (69,483) 4, % 11.6% (87,057) (137,497) 57.9% (32,682) -76.2% Community Development Fund (206) (3,431) 0 (3,431) (3,431) 952.6% 952.6% (1,318,159) (1,906,103) 44.6% 107, % Debt Service Fund (315) (190,168) 1,066, % 748, % Health Insurance Trust Fund (643) 486,600 (25,000) 461, , % 162.1% % % Humane Society Trust Fund (775) ,383 6, % 9, % L M Cunningham Fund (640) 2, ,664 2, % 365.1% 113,142 3, % 61, % Local Affordable Housing Fund (773) (228,343) (32,028) (260,371) (260,371) -23.5% -23.5% (342,792) 550, % 666, % Local Home Trust Fund (793) (741,893) 0 (741,893) (741,893) -89.8% -89.8% 72,997 71, % 46, % Perpetual Care Fund (776) (10) % 5,390 6, % 3, % Rental Rehab Fund (772) 19, ,968 19, % 19.4% (1,302,811) (1,616,266) 24.1% (1,487,269) -8.0% Risk Management Fund (641 / 642) 218,298 (192,660) 25, , % % (2,939,988) (2,130,004) -27.6% (221,083) -89.6% Subtotal Other Funds (2,253,057) 78,470,828 76,217,771 76,404, % -0.3% 51,393,564 (36,338,923) % 11,489, % Citywide Total 3,082,445 (6,982,154) (3,899,709) 5,065, % % _CW Financial Projections 38

41 Fiscal Year 2009 Triannual Reporting Period One Second Year of the 2008/2009 Two Year Budget Capital Improvement Program - Cost Summary Tax Funds Total Projects Completed Projects Revised Budget Actuals + Encumbrances thru 1/31/2009 % Actual to Budget Arts & History , ,324 46% Finance & Administration , % Fire 8 0 4,120, ,126 22% Information Technology , ,715 15% Intergovernmental % Legal % Library ,855,803 3,493,930 72% Mayor's Office 3 0 4,331,332 (1,090) 0% Parks & Recreation ,342,182 2,131,919 10% Parks & Recreation - Foothills 3 1 3,532,390 10,577 0% Planning & Development Services ,274, ,196 13% Police 1 1 7,061 7, % Public Works ,274,978 4,651,620 64% Total Tax Funds ,093,587 11,726,377 24% Enterprise Funds Airport ,134,558 3,998,521 14% Geothermal 6 0 2,637, ,987 8% Municipal Irrigation % Sewer ,095,155 8,394,338 27% Solid Waste ,854 28,994 26% Total Enterprise Funds ,977,997 12,626,840 20% Other Funds Affordable Housing % Boise Housing Rehabilitation ,000 14,985 2% City Shop % Community Development % Local Affordable Housing % Local Home Trust % Rental Rehabilitation % Risk Management , % Total Other Funds 3 0 1,041,900 14,985 1% Total All Funds ,113,484 24,368,202 22% 39

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43 Boise City Budget Ongoing - work is in progress Pending - work is on hold or has not begun Capital Projects by Department by Fund Complete - project is complete Cancelled - project has been cancelled Department Project Name Project Number Project Start Date FY2009 Revised Expenditure Budget FY2009 Actual Expenditures Encumbrances Completion Date Total Remaining Project Budget Total % of Project Expended Comments Capital Fund Major Repair and Maintenance Fire Ongoing Major R/M /1/ ,199 33,962 21,908 9/30/ ,329 11% New roofs for Fire Station 1 and 8 were completed. Painting at Fire Station 7 interior and rig rooms. Completion date March 16th. Pending Opticom /1/ , /30/ ,000 0% Opticom signals and parts will be purchased for FY 2009 project. Pending Fire Hydrant Replacement /1/ , /30/ ,000 0% Specifications written and went out to bid in January Subtotal Fire 677,199 33,962 21, ,329 5% Library Complete HVAC Replacement Units /1/ ,901 21, /1/ % Project is complete. Complete Interior Painting /1/ ,225 29, /1/ % Project is complete. Complete Signage /1/1951 4,999 4, /1/ % Project is complete. Complete Electrical Upgrades /23/ ,156 25, /23/ % Project is complete. Ongoing Library Awning /1/ ,392 5, /30/ ,415 6% Project has been awarded and construction will be complete in spring Pending Major R/M /1/ , ,815 10/1/ ,725 0% Projects are on hold pending cost containment strategies. Subtotal Library 291,213 86,697 3, ,140 30% Parks and Recreation Complete Ann Morrison Pk roadway repair /18/ , , /31/ % Complete Complete Signage /1/2005 5,000 1,299 3,701 9/30/ % Complete Complete Riparian Improvements /1/ , /30/ ,000 0% Complete Ongoing Restroom Repairs /1/ , ,784 3/30/ % Will be complete in March 09 Ongoing Tree Removal /1/ ,000 4,584 45,416 9/30/ % Funds have been encumbered for tree removals Ongoing Shoreline Stabilization /14/ ,000 3, /14/ ,067 26% Pending Spring Water Run Off & River Flows Ongoing IIW Repairs /15/ ,650 3,400 14,250 9/15/ ,000 3% Replacing lights on Pepsi Rink, upgrade cameras and security system, replace fire suppression system, replace 500 gallon water heaters Ongoing R2R Shop Renovation /30/ ,029 99,574 8,262 3/30/2009 1,194 91% In final construction process Ongoing Well Repairs /1/ ,924 54,921 50,519 9/30/ ,484 24% Various well projects currently n process of contracts, bids and construction Ongoing Asphalt Repair /1/ ,048 96,095 54,413 9/30/ ,540 19% JD park asphalt project: Final change order set for council approval Feb 24, project close out proceeding Pending Greenbelt Repair /1/ ,917 2, /30/ ,520 1% WSGC Greenbelt Repairs - into purchasing, advertises the 11th, prebid the 17th Pending Zoo repairs /1/ , /30/ ,000 0% In process of bidding glass repair for Penguin Exhibit Pending FBCC repairs /1/ , /30/ ,000 0% Gym Doors will be replaced Pending Irrigation/Sod Repairs /1/ , /30/ ,000 0% In planning process Pending Fence Repairs /14/ , /14/ ,000 0% In bidding process Pending R2R Trail Heads /13/ , /1/ ,000 0% Partnerships yet to be determined Pending Reroof Projects -JD Boathouse /29/ , /29/ ,000 0% JD Boathouse roof preparing bids 41

44 Boise City Budget Ongoing - work is in progress Pending - work is on hold or has not begun Capital Projects by Department by Fund Complete - project is complete Cancelled - project has been cancelled Department Project Name Project Number Project Start Date FY2009 Revised Expenditure Budget FY2009 Actual Expenditures Encumbrances Completion Date Total Remaining Project Budget Total % of Project Expended Comments Pending Tennis Crt Resurface /1/ , /30/ ,001 0% Williams Park - Preparing construction documents for a post tension concrete tennis court renovation at Williams/Quarry View Parks. Revising construction documents Pending Swimming Pool /1/ , /30/ ,000 0% In process of bidding various projects Subtotal Parks and Recreation 2,203, , ,944 1,563,022 20% Public Works Complete GB021 BAM Roof Repair /1/ ,152 1,647 6,629 9/30/2008 1,876 16% Project complete Complete GB027 FY08 Carpet Replace /15/ ,423 49, /30/2008 5,383 90% Project complete. Complete GB031 Fire Sprinkler Repair /1/ , /28/ ,000 0% Project complete pending final payment. Ongoing Citywide Security /1/ ,252 14, /30/2008 1,051 93% Equipment invoice pending, remainder of funds will be used for labor to install PA system. Ongoing Art Museum Major R&M /30/ , /30/ ,000 0% Phase 2 of roof repair underway; anticipate $40,000 savings Ongoing Major R & M /1/ ,500 9, /30/ ,661 10% Planned projects: carpet replacement, CityHall Life Cycle Analysis, fire sprinkler repair Ongoing Shooting Range Drain Culvert /1/ ,000 5,866 16,173 4/30/2009 7,961 20% Contract awarded to King Excavation January 2009; construction began February Pending Senior Center Major R&M /1/ ,000 2, /30/ ,996 8% No large R&M projects identified for FY09. Subtotal Public Works 391,327 82,597 22, ,927 21% Subtotal Capital Fund Major Repair and Maintenance Projects 3,563, , ,030 2,671,418 18% Other Capital Fund Projects Arts and History Ongoing Zoo African Plains Exhibit /1/ ,324 29,017 10,307 1/30/ % Primary fabrication is complete for the opening in Sept. Some signage and remaining details still to finish. Ongoing West Boise Library Branch /1/ ,560 15,000 35,000 9/15/2009 3,560 28% The artist Judy Gorsuch Collins is currently fabricating this artwork. Ongoing Police Facility Plan - Phase /1/ ,000 37,000 96,000 9/15/ % Classic Design Studios is currently fabricating the artwork for the facility. Pending Fire Hydrant Installation /1/2008 1, /1/2008 1,500 0% This budget will be held and pooled with other fire art allocations to do a project to be determined. Pending Esther Simplot Park/River Rec /1/ , /15/ ,500 0% In February these funds will be reallocated to other parks art projects that can be initiated in Pending Geothermal Art /16/ , /15/ ,429 0% Ward Hooper selected as project artist. Contract underway. Marketing materials to attract geothermal building owners to invest in project is under development. Pending Julia Davis Art /16/ , /15/ ,800 0% Design concepts for art in Julia Davis Park under development. Task orders with Landmark design will be issued in February. Pending Parks Art , ,064 0% Five art in the park projects will be initiated in February with these funds. The list of projects is under final review before the artist selections are made. Pending City Hall West /1/ , /15/ ,950 0% Classic Design Studios is currently fabricating the artwork for the facility. 42

45 Boise City Budget Ongoing - work is in progress Pending - work is on hold or has not begun Capital Projects by Department by Fund Complete - project is complete Cancelled - project has been cancelled Department Project Name Project Number Project Start Date FY2009 Revised Expenditure Budget FY2009 Actual Expenditures Encumbrances Completion Date Total Remaining Project Budget Total % of Project Expended Comments Pending IF-Marianne Willams Sp Use /1/ , /15/ ,500 0% Project manager will meet with designer and donor to determine what the project scope will be. Project will begin in Subtotal Arts and History 478,627 81, , ,303 17% Finance and Administration Pending City Clerk Licensing System /13/ , /30/ ,837 0% Installation is progressing much slower than anticipated. The off-the-shelf system is undergoing extensive local customization for Clerk s needs. Successful completion of the project has been identified as the top priority for technology resources, and a concerted effort is underway towards that end. Subtotal Finance and Administration 59, ,837 0% Fire Ongoing Fire Hydrant Installation /1/ ,594 81, ,677 9/30/ % United Water has installed 22 hydrants and replaced 2. Ongoing Harris Ranch Station # /1/2003 2,486,827 74, ,152 9/30/2009 1,924,876 3% (Station 15) ZGA continues to work on the design and development of Harris Ranch Station. Ongoing Relocate Stores Warehouse /1/ ,000 31,781 46,987 5/1/2009 8,232 37% PO for construction work was open in December Completion and move in date is May 1, Pending Station /1/ , /31/ ,000 0% Fire is currently looking for land at Pierce Park and Hill Road to locate Station 13. Pending TeleStaff Software /17/ , /30/ ,000 0% Opened purchase order on January 27, 2009 for Software. Subtotal Fire 3,443, , ,817 2,584,165 5% Information Technology Ongoing City electronic data center /1/ ,116 40,315 25,800 9/30/ % Phase II of the Data Center Consolidation project is "on - hold" until funding is received which is based on property sales and out of the control of the IT Department. Ongoing PeopleSoft Improvement Project /1/ ,000 14,400 43,200 9/30/ ,400 4% ERP ROI Analysis Report complete/executing against action steps. BusinessProcessRe- Engineering will start FEB-09. CIP for FY10-11 to be submitted for ERP SystemRplcmnt. BenefitAdmin module implementation-20% complete. Pending egov/crm /1/ , /1/ ,000 0% RFP drafted for egov/crm Strategic Plan. Contract to be awarded in Trimester II of FY09. Project estimated to be completed by 10/1/2009. Implementation of Strategic Plan to follow in FY10. Subtotal Information Technology 816,116 54,715 69, ,401 7% Library Complete Collister Library Branch /8/2007 8,330 6,716 1,611 2/8/ % Project is complete. Complete Hillcrest Library Branch /8/ /8/ % Project is complete. Complete Resurfacing Foundation /23/ ,275 14, /23/ % Project is complete. 43

46 Boise City Budget Ongoing - work is in progress Pending - work is on hold or has not begun Capital Projects by Department by Fund Complete - project is complete Cancelled - project has been cancelled Department Project Name Project Number Project Start Date FY2009 Revised Expenditure Budget FY2009 Actual Expenditures Encumbrances Completion Date Total Remaining Project Budget Total % of Project Expended Comments Ongoing Library Vision Project /1/ ,775 34,396 22,350 9/30/ ,029 39% The Main Library Advisory Team is meeting and will propose some recommendations to Mayor and Council in Spring Ongoing West Boise Library Branch /1/1951 4,452, ,342 2,669,740 10/1/2007 1,128,701 15% Construction is underway with Grand Opening in June Subtotal Library 4,564, ,729 2,694,128 1,160,733 16% Mayor's Office Ongoing Capital Facility Contingency /1/2008 4,059, /30/2009 4,059,112 0% This is a holding account for future capital projects once they receive Council approval. Pending Railroad Major R/M /13/ ,220 (1,090) 0 12/1/ ,310 0% The City is working with Idaho Northern and Union Pacific to work out a maintenance agreement for repair work on the railroad. Pending Ustick Road ROW /6/ , /30/ ,000 0% Installation of fencing needs to be completed at a cost of about $10,000. Subtotal Mayor's Office 4,331,332 (1,090) 0 4,332,422 0% Parks and Recreation Complete Zoo African Plains Exhibit /1/ ,110 11, /31/ % Project complete and open to the public. Complete Boise Depot Repairs /1/ , , /30/ % Complete Complete BSU Greenbelt T /1/ ,879 34,989 38,076 1/30/ ,813 31% Complete Complete Watchman Trail Construction /26/ ,000 17, /26/2008 2,180 89% Project has been completed, final report and billing have been made. Complete IF Meikle/Paradign Devlp /1/ ,048 53,246 2,802 2/1/2009 3,000 90% Meikel Property - Work completed. Processing 95% payment. Project close out pending receipt of ACHD letter of acceptance, As-Built drawings and a site inspection with the Developer. Ongoing Foothills Trails /1/ ,904 3,023 4,870 9/30/ ,011 12% Continue work on Camels back restoration, future projects being assessed by manager Ongoing Historic Locomotive Relocation /1/ ,026 48,114 2,242 9/30/ ,671 46% Plaza construction under way. Signage is being designed Ongoing WSGC Maintenance Facility /3/ ,000 12,735 7,815 10/3/ ,450 3% WSGC Maint. Bldg. Pursuing permits and contracts for Phase I construction (pond grading and pad preparation). Ongoing FELC Landscaping /5/ ,624 55,044 15,224 3/5/ ,356 45% Ready to plant as soon as soil dries. Ongoing Firefighter's Memorial Park /14/ ,102 39,802 16,300 4/14/ % Contractor needs to install one more stone bench and finish punch list for completion. Ongoing Upgrd Plygrnd Eqp /1/ , ,066 7,969 9/30/ ,578 35% Fairmont Playground - Finalizing design. need tech review Ongoing IF Sycamore Park /1/ ,075 6, /30/ ,278 25% 99% complete. Site landscape repairs to be completed weather permitting. Ongoing IF Peppermint Park restroom /12/ ,000 1,628 11,661 11/12/2009 1,711 11% Peppermint- Panorama is working out details of electrical issues. Work order prepared for Pump house to be painted to match new restroom. Ongoing Esther Simplot Park/River Rec /1/1951 6,370,781 74, ,682 10/1/2010 5,828,046 1% Esther Simplot - Simplot family is making progress with development of a preliminary revised master plan. Work continues with Simplot's consultants to determine location of parking and restrooms and grading needs for river park no-net-rise needs. 44

47 Boise City Budget Ongoing - work is in progress Pending - work is on hold or has not begun Capital Projects by Department by Fund Complete - project is complete Cancelled - project has been cancelled Department Project Name Project Number Project Start Date FY2009 Revised Expenditure Budget FY2009 Actual Expenditures Encumbrances Completion Date Total Remaining Project Budget Total % of Project Expended Comments Ongoing Julia Davis Park Partnership /14/2007 4,364,852 1,103 4,109 10/1/2013 4,359,640 0% Received design fees from ICF for design of plaza. Working with purchasing on contract with Jensen- Belts for plaza design. Submitted Task Order to Purchasing for design of restroom and pavilion with Landmark Design. Received notice of intent to award Ongoing IF-Marianne Willams Sp Use /1/1951 4,127,466 28,308 4,514 10/1/2010 4,094,645 1% Marianne Williams: Securing access easement from Harris Ranch for construction work at Marianne Williams Park via Wise Way. Access granted informally by . Phase I Sewer & Water Extensions activities have begun with clearing and grubbing this Mo Ongoing IF-Marianne Williams Open Sp /1/ , ,223 9/30/ ,244 0% Marianne Williams: negotiating for access easement from Harris Ranch for construction work at Marianne Williams Park via Wise Way. Phase I Sewer & Water Extensions activities started Feb. 8 with clearing and grubbing. Sewer line installation to comme Pending after-school facility /20/ , /20/ ,000 0% Operation agreement signed and payment has been made to BSD Pending Obsidian Trailhead grant /1/ , /30/ ,000 0% Obsidian Trail Head - Plans sent to Public Works for preliminary approval of the storm water plan. P.W. comments received. P.W. to extend sewer service to site April Coordinating with Conger Management Group Pending Idaho State Parks Trails Grant /1/ , /30/ ,000 0% Identifies City's intent to apply for Idaho State Trails Grant funding.. Pending Optimist Youth Sports Complex /1/ , /1/ ,000 0% Optimist- continue to work on grading between phases as weather permits. Work started on trenching for power supply to future restroom location. Pending IF-Development Agreements /1/ , /1/ ,952 0% DA approved for extension of Sewer and Water services for Marianne Williams Park. Pending Heritage Proj , ,000 0% This is appropriation for program related expenditures made from Heritage Trust. Pending Land Acq I F Conting /1/1951 1,000, /1/2009 1,000,000 0% No pending acquisitions Pending Ada-Paw /1/ , /30/ ,000 0% Reviewing project priorities Pending Basketball Court /1/ , /30/ ,000 0% In design process Pending IF-Cottonwood Park Playground /1/ , /30/ ,000 0% Scheduled to begin design in late summer '09 for fall construction. Economic slowdown and reduction in Park Impact Fee revenue may require the project to be delayed or cancelled. Pending IF EPCB Marianne Wms Park /1/ , /28/ ,500 0% East Park Center Bridge: Intergovernmental agreement approved. Weekly meetings are being attended. Steel is complete. Pending IF - Obsidian Trail head /2/2007 8, /2/2011 8,550 0% Met with Developer to discuss costs for possible park impact fee development agreement Pending IF EPCB Marianne Wms Park /1/ , /28/ ,600 0% East Park Center Bridge: Intergovernmental agreement approved. Weekly meetings are being attended. Steel is complete. 45

48 Boise City Budget Ongoing - work is in progress Pending - work is on hold or has not begun Capital Projects by Department by Fund Complete - project is complete Cancelled - project has been cancelled Department Project Name Project Number Project Start Date FY2009 Revised Expenditure Budget FY2009 Actual Expenditures Encumbrances Completion Date Total Remaining Project Budget Total % of Project Expended Comments Pending IF Hyatt Wetland Match /1/ , /30/ ,000 0% EPA notified Public Works that grant funds are now available. Work on parking lot designs can proceed. Public Works is advancing water quality monitoring component of project. Pending IF EPCB Marianne Wms Park /1/ , /28/ ,500 0% East Park Center Bridge: Intergovernmental agreement approved. Weekly meetings are being attended. Steel is complete. Pending Capitol Blvd I /1/ , /1/ ,515 0% Waiting on ITD close out process Subtotal Parks and Recreation 20,138, , ,487 18,647,241 4% Planning and Development Services Cancelled 05 North End renovation plan /1/1951 1, /31/2008 1,000 0% cancellation requested due to loss of volunteer mgrs Completed 06 SB hazardous sidewalk repla /1/1951 3, /31/2008 3,000 0% completed Completed 06 Cloverdale Road Walkways /31/ , /30/ ,125 0% Completed Completed 07Monument for Boise Heights /3/2007 1, /3/2007 1,060 18% Project completed. Did not spend entire grant monies as neighborhood went with natural landscaping vs. plantings. Completed 07Street Lighting Improvement /3/2007 4, /30/2008 4,500 0% Completed Completed 07SidewalkCastlePark-Eugene St /3/ , /30/ ,000 0% Project completed Completed 07 MHNA Three Street Lights /3/2007 6,300 6, /18/ % Project completed. Completed 07NENA Historic School Signs /3/ /30/ % Completed; likely no more charges Completed 07New trash cans in Hyde Park /3/2007 4,000 4, /3/ % The Neighborhood Assoc. paid for the containers when they were ordered in Oct. 08. The containers cost more than the grant amount. Balance will be paid by NENA. Request for final payment of $4,000. This grant is now compled and closed. Completed 07South Boise Village Sidewalk /3/2007 7,462 6, /31/ % completed, pending final billing Completed 07SENA Area 2 Haz Sdwlk Repl /3/ /30/ % completed Completed 08 Boise Hghts Sdwalk Crestlin /21/2008 1, /30/2008 1,250 0% Completed; NA will report Completed 08 NENA Wash School S&W side t /21/2008 5,000 5, /31/ % Work completed; no reimbursement have been yet requested Completed 08 NENA Camelsbck Volleyball C /21/ ,575 18, /30/ % Project completed by Boise Parks and Rec Ongoing Neighbrhd Revit-Unallocated , ,000 0% This is a "parent" account for future NRG projects once they receive Council approval. Ongoing 04 Collister Bus Shelter /1/ , /30/ ,000 0% In progress; working with Valley Regional Transit to purchase shelter and install Ongoing 06 SB hazardous sidewalk repla /1/ ,219 5,019 8,200 1/30/ % In progress, will finish this year with sidewalk replace along Rossi street Ongoing 06 Leadville Block S /1/ , /30/ ,000 0% In progress Ongoing 07Pressurized Irrig. Feas/Cost /3/ , /30/ ,000 0% In progress; project stalled by Lindsey Lateral Association - need to resolve issues Ongoing 07Jeff./McKinley/Wash.TrafCalm /3/ , /31/ ,000 0% active Ongoing 07E. End Hist. Dist. Marker Si /3/2007 2, /31/2007 2,376 0% active Ongoing 07 Boundry & Entrance Signs /3/ ,000 5,000 5,000 1/30/ % In progress; final art image created; working on test sign; working with ACHD for approval of signage Ongoing 07BSU and SENA Art Collab /3/ , /30/ ,000 0% In progress; working with BSU on open art call project; working on call to artist with student body Ongoing 07WDNA Public Art in traf cir /3/ , /30/ ,000 0% In progress; in design stage; est completed by close of

49 Boise City Budget Ongoing - work is in progress Pending - work is on hold or has not begun Capital Projects by Department by Fund Complete - project is complete Cancelled - project has been cancelled Department Project Name Project Number Project Start Date FY2009 Revised Expenditure Budget FY2009 Actual Expenditures Encumbrances Completion Date Total Remaining Project Budget Total % of Project Expended Comments Ongoing 08 SWACA Pepprmnt Pk Restrms /21/ ,500 44,742 1,758 1/30/2009 (0) 96% Restroom building delivered; working on final utility connections; anticipated date for completion - March 13, 2009 Ongoing 08 W Valley Skylne Pk Plygrd I /21/ ,000 14,032 10,569 9/30/ ,400 28% In progress; admin by Parks; site is staked and playground equipment has been delivered. Ongoing 08 Morris Hill Pk/pic shelter/ /21/ ,000 2,488 19,967 1/31/ ,545 6% In progress; design complete, sent to bid & waiting construction Ongoing 08 SENA Trailwnd Elm. Com Gthn /21/2008 3, /30/2009 3,500 0% In progress; landscaping complete; awaiting ordering and install of benches; working with Boise School Dist on acceptable benches Ongoing 08 Morris Hill St. Lighting /21/2008 4, ,832 1/31/ % In progress; waiting for review and installation Ongoing 08 SENA Area 3 Safe Prj. Boise /21/ , /30/ ,500 0% in progress with ACHD funding Ongoing 08 SENA Area 1 Safe Prj. Boise /21/ , /30/ ,500 0% In progress with ACHD funding Ongoing 08 SENA Area 3 Safe Prj. Boise /21/ , /30/ ,250 0% In progress, working with ACHD funding Ongoing 08 SENA Area 4 Safe Prj. Gekel /21/ , /30/ ,750 0% In progress, working on ACHD funding Pending N.R. Project Contingency /1/ , /31/ ,000 0% contingency Pending 06 SE Stoplight for Child Pede /1/ , /30/ ,300 0% Working with ACHD, setting ACHD priority and obtaining their share of funding Pending 06 WBNA sidewalk curb and gutt /1/ , /30/ ,000 0% In planning stages with economic shortfall of monies available; ACHD listed it as #64 on the priority list of safe sidewalk to school program. This grant and a letter of support from Boise city staff to ACHD may move it up the priority list of funded pro Pending 07CentralRimAlleyPaving /3/ , /30/ ,000 0% Progress halted; most likely will not complete Pending 07Hill Road Ore Trail Monument /3/ , /30/ ,780 0% In progress, working with the City on MOU Pending 07Bowden Park Playgrnd Equip /3/2007 1, /30/2008 1,500 0% Not reported; contacted NA Pending 07Hillcrest Street Lights /3/2007 6, /30/2008 6,300 0% Not reported; contact NA Pending 07SENA Sch/Ped- Holcomb Rd /3/2007 9, /30/2009 9,625 0% working with ACHD for their share of funding Pending 07SENA Area 5 Haz. Sdwlk Repl /3/2007 7,875 7, /30/ % working with ACHD their share of funding Pending 08 Sunrise Rm Sdwalk Prj /21/ , /31/ ,000 0% In progress, working with ACHD; could be pouring concrete this year Pending 08 Vista Hist St lghts Vista A /21/2008 6, /25/2008 6,872 0% no re-imbursal requests filed yet Pending 08 W Valley Ustick Master Plan /21/ , /30/ ,000 0% In progress; contacted BSU for demographic study; neighborhood oversight committee will be organized this fall and inventory of existing conditions conducted. Pending 08 Dpt Bnch Traf Calm/Pedstrn /21/ , /30/ ,500 0% Not reported; contacted NA Pending 07Dewey Park drinking fountain /3/2007 2, /30/2008 2,500 0% In progress; Boise Parks + NENA following up w const proj grant appl Subtotal Planning and Development Services 1,274, ,945 50,251 1,103,445 9% Police Complete Firing Range /4/2008 7,061 7, /4/ % completed Subtotal Police 7,061 7, % Public Works Ongoing GB028 CityHall 1 Elevator Reha /1/ ,445 62, ,428 4/30/ ,976 22% Construction in progress. Ongoing GB029 CH1 3rd Floor HVAC /1/ ,897 74,386 13,947 11/30/ ,564 64% Follow-up work underway. Ongoing GB030 City Hall Life Cycle Anl /1/ ,403 42,879 18,968 2/28/2009 1,556 68% Report expected Feb 09 Ongoing Replace Hulls Gulch Pipeline /1/2006 1,027,270 2, /31/2009 1,025,055 0% Bid March 2009 construction to begin Summer Ongoing City Hall West /1/2007 4,085,009 2,184,159 1,746,589 3/31/ ,261 53% Move scheduled for February. 47

50 Boise City Budget Ongoing - work is in progress Pending - work is on hold or has not begun Capital Projects by Department by Fund Complete - project is complete Cancelled - project has been cancelled Project Number Project Start Date FY2009 Revised Expenditure Budget FY2009 Actual Expenditures Encumbrances Completion Date Department Project Name Pending CLP173 Public Safety Lights /1/ ,500 1, /30/ ,170 6% Taking lighting requests and determining feasibility. Total Remaining Project Budget Total % of Project Expended Comments Pending Hyatt Wetlands /1/ ,807 1, /31/ ,030 0% Grant awarded, project is in design phase. Pending City Hall Plaza Renovation , ,000 0% Design on hold pending completion of life cycle analysis. Contruction budget to be approved as part of the FY10/11 budget process. Pending E Prkctr Br Emer Accs/St Lghts /1/ , ,500 10/31/2009 1,820 0% ACHD project; requested and received additional funds 10/28/08. Pending Five Mile, Franklin Lighting /1/ , ,000 0% ACHD delayed this project until Pending City Light Trust /1/ , /30/ ,000 0% No additional projects anticipated for FY09 Subtotal Public Works 6,883,651 2,368,663 2,177,557 2,337,431 34% Subtotal Other Capital Fund Projects 41,998,197 4,327,672 6,496,546 31,173,979 10% Subtotal Capital Fund (402) 45,561,197 4,969,224 6,746,576 33,845,397 11% Foothills Fund Parks and Recreation Complete Oberbillig property /31/ ,577 10, /31/ % completed Pending Land Acq ,288, ,288,313 0% On-going Foothill levy land acquisitions Pending North Idaho Land Exchange /28/ , /30/ ,500 0% Subtotal Foothills Fund (403) 3,532,390 10, ,521,814 0% Subtotal Capital and Foothills Funds 49,093,587 4,979,801 6,746,576 37,367,211 10% Enterprise Funds Airport Complete GA Wash Pad /13/ , /30/ ,779 0% Complete. Complete Rickenbacher Imp /13/ , /30/ ,659 0% Complete. Complete Lot E-1 Paving /1/2006 4, ,756 5/30/ % Complete. Complete Security Fence /13/ , /31/ ,096 0% Complete. Complete Replace HVAC roof top units /7/ ,000 99, /10/ ,432 33% Complete. Ongoing Rehab Ga Apron Pavemt /1/ ,459 43, ,496 9/30/2009 1,787 15% Airport has completed design and a contract for construction has been executed. We will repave apron on general aviation ramp that is in poor condition. This phase of the project is expected to be complete by summer Ongoing Pavement Rehab /1/2008 9,676, , ,169 9/30/2009 9,199,415 4% This project consists of several phases; the runway rehab portion of the project is complete; we plan to complete taxiway pavement rehab this summer to be funded with grants. Ongoing Infrastructure Dev /1/ ,455 (12,181) 162,065 9/30/ ,570-3% Small projects to infrastructure. In fy 09, Airport plans to use this project to relocate a water line on airport property. Ongoing parking garage expansion /1/ ,000 1,115 10,146 9/30/ ,739 0% Project schematic design has begun; Construction of facility will be evaluated based on demand trends. Ongoing Landscape Projects /1/ ,436 4,152 4,006 9/30/ ,278 2% Ongoing: small landscaping projects are in progress to improve aesthetics at airport. Current tasks include modifications to reduce water required in landscape areas. 48

51 Boise City Budget Ongoing - work is in progress Pending - work is on hold or has not begun Capital Projects by Department by Fund Complete - project is complete Cancelled - project has been cancelled Department Project Name Project Number Project Start Date FY2009 Revised Expenditure Budget FY2009 Actual Expenditures Encumbrances Completion Date Total Remaining Project Budget Total % of Project Expended Comments Ongoing Fiber Optic - Conc B /2/ ,579 (23,297) 47,729 5/31/ ,147-25% Bid has been awarded; completion expected by late May. This will enable us to upgrade connectivity for our security infrastructure. Ongoing Master Plan Update /1/ ,725 56,601 69,652 9/30/ % The master plan continues to be in the review phase (by FAA and Airport Commission) with minor modifications being made. Ongoing Road Paving/Improvments /1/ (37,730) 0 9/28/ ,730 0% Design work was rebudgeted in this project and is being completed (construction will be under separate project). Ongoing Airfield Projects /1/ , /30/2007 (306,207) 0% Council approved one consolidated airfield project and gave airport management the approval to set up new projects. The projects set up are detailed in the quarterly report narrative. Ongoing Rehab R/W 10L28R /18/2007 1,599, ,761 11/18/2007 1,513,296 0% Phase 1 of this project is complete. North runway opened to commercial use on 11/6/07. Ongoing UPS/FedEx Apron Rehab /13/2007 1,478, ,321 6/30/ ,655 0% Paving deferred as hot mix plants shut down for the winter; paving will resume when hot mix plants open this spring. Ongoing SRE Facility Design /20/ , ,964 8/31/ ,553 0% This project consists of construction of a new facility for airport snow removal equipment. The design work is approximately 95% complete. This project will be bid in January 2009 and construction to begin in March Ongoing ARFF Station Improvements /3/ , ,044 2/20/ ,768 0% Replace countertops, carpet, and general improvements to ARFF station. Ongoing Industrial/Commercial Projects /1/ , /30/2010 (75,379) 0% This is the parent project that was approved by Council and we have the ability to create sub projects from this approved budget. Primary subproject associated with this is the Orchard Street Relocation/Airfield Expansion. Funding needs to be secured. Ongoing FIS/Customs /1/ , ,497 9/30/ ,735 0% Design work is being worked on; scope and size of facility being evaluated. Ongoing Parking Projects /1/ , /28/2007 (95,626) 0% This is a parent project approved by Council. Individual sub-projects will be identified as the need arises throughout the year. Ongoing Terminal Improvement Projects /1/ , /30/2007 (38,768) 0% This parent project will be used to create sub projects related to the terminal cost center. Ongoing Aviator Statue /1/ , ,000 5/31/ ,000 0% Artist has completed life-size model of statue, is in the process of casting, and will install/dedicate on memorial day Ongoing Operations Remodel /13/ , ,190 9/30/ ,022 0% Contract has been awarded and construction will begin in March. This project will increase the efficiency of airport security operations. Ongoing Baggage System Upgrade /13/ , ,000 9/30/ ,500 0% Airport staff has worked with the TSA to ensure compliance with TSA regulations regarding baggage screening at the airport. Ongoing Digital CCTV Storage System /1/ ,459 (54,231) 98,094 4/30/2009 4, % Contractor is working through system issues with Airport Operations staff to ensure the system is user friendly. 49

52 Boise City Budget Ongoing - work is in progress Pending - work is on hold or has not begun Capital Projects by Department by Fund Complete - project is complete Cancelled - project has been cancelled Department Project Name Project Number Project Start Date FY2009 Revised Expenditure Budget FY2009 Actual Expenditures Encumbrances Completion Date Total Remaining Project Budget Total % of Project Expended Comments Ongoing Airfield Fuel Facility /24/ , ,341 9/30/ ,958 0% The bids received for construction exceeded the estimated cost and the project scope is being modified to match the budgeted amount. Ongoing Building Demolition /1/ ,200 59, /30/ ,000 49% Airport staff is in the process of removing buildings to comply with grant assurances; the majority of the project will be complete in fy 09, however, small projects will continue in future periods. Ongoing 28L & Taxiway B extension /21/2008 1,690,000 48, ,353 3/30/ ,000 3% This project consists of survey, geotechnical study, and preliminary design of runway 28L and taxiway B extension and the connecting taxiway to runway 9/27. HNTB corporation began this design work on 10/6/08 and is scheduled to complete in March 09. Ongoing 9/27 Extension & Heliports /4/ ,900 4,509 47,660 9/30/ ,731 5% This project consists of an environmental assessment for Runway 28L and Taxiway B extension. This assessment will satisfy the FAA environmental requirements for the proposed airfield expansion projects. Ongoing FAA Part 139 Training System /7/ , ,644 5/31/ ,700 0% Installation of system is in progress. Pending Orchard St Relocation /1/ , ,405 9/30/ ,056 0% Project is on hold until funding can be secured. Pending Shuttle Lot Expansion /13/2007 2,821, ,933 9/30/2009 2,722,198 0% Project is being re-bid as scope is being revised (original bids exceeded available budget). Pending Misc Paving Projects /1/ , /30/ ,000 0% Small paving projects will be completed as needed around the airport. Pending Concourse B floor tile repairs /7/ , /30/ ,000 0% Timeline TBD. Pending Parking Signage Project /1/ , /30/ ,000 0% Project timeline TBD. Pending Single Mode Fiber Infrastructu /16/ , /30/ ,529 0% Construction timeline TBD. Pending 3rd R/W Heliport/Helipads /15/ , /30/ ,000 0% Project is currently on hold. Pending 3rd R/w Utilities/Roads /30/ , /30/ ,000 0% Project is on hold and timeline TBD. Pending Apron Pavement Rehab /30/ , /31/ ,000 0% This is the design phase of the apron pavement rehab project; timeline for design is estimated with construction to begin in fy 10. Pending CBP Customs Facility /15/ , /1/ ,833 0% Construction portion of the U.S. Customs facility is currently undefined as the design of the project continues (U.S. Customs' approval of the design is required to ensure requirements are met). Timeline will be finalized after design is complete. Pending FAA Discretionary Projects /1/2009 1,135, /1/2010 1,135,000 0% This project will proceed only upon notification from the FAA that the airport will receive discretionary funding. As the airport has not yet received this notification, the specific scope and timeline of the project remain undefined. Pending Lighting Control/Beacon - new /15/ ,600 8, /15/ ,640 6% The beacon and lighting control is the Airport's responsibility for the new tower. The timeline is estimated and will be coordinated with the FAA based on the construction status of the new air traffic control tower. Pending Roadway Const Project /1/ , /30/ ,000 0% Project timeline TBD. Subtotal Airport (525) 28,134,558 1,083,293 2,915,228 24,136,038 4% Geothermal 50

53 Boise City Budget Ongoing - work is in progress Pending - work is on hold or has not begun Capital Projects by Department by Fund Complete - project is complete Cancelled - project has been cancelled Department Project Name Project Number Project Start Date FY2009 Revised Expenditure Budget FY2009 Actual Expenditures Encumbrances Completion Date Total Remaining Project Budget Total % of Project Expended Comments Ongoing Misc Geo Improvements /1/ , /30/ ,961 0% Funds transferred as needed for individual projects; possible projects include State Veterans office, medical bldg and possible tie-ins to interconnection. Ongoing 150G Veterans Affairs Bldg /30/ ,213 2, /31/ ,373 13% Geothermal line complete; remainder of project waiting for building completion Ongoing 130G BODO Geothermal /1/ , ,684 3/31/ % Easement settlement reached in February 2009; final settlement expected April Ongoing 136G BSU Extension /1/2004 1,790, ,424 10/31/2010 1,600,246 0% Phase one of a larger project. Received $171,500 grant for design; remaining grant request in Congressional Committee's hands. Pending 145G System Looping , ,814 0% Due to work being done with Statehouse Geothermal, the System Looping/Interconnection project has been deferred to FY12/13. Pending Federal Bldg to Boise High Loo /1/ , /30/ ,000 0% Agreement signed; project in design stage; out to bid in March Subtotal Geothermal (528) 2,637,430 2, ,108 2,432,443 0% 3/1/2009 0:00 Sewer Complete 042L Ops Bldg Ventilation /1/ ,422 28,666 3,775 4/30/2009 3,980 79% Project complete pending completion of Warranty items Complete 158S FAIRVIEW CROSSING PH3ST2A /1/ , ,622 9/30/ ,481 0% Project complete pending final billing from ACHD. Complete 196S SW Relief Ph3 Stage 3B /1/ ,934 54, /30/ ,957 60% Project complete pending final billing. Complete 202S SW LATERAL TIE INS /1/ ,725 29, /31/ ,750 63% Project complete. Complete 136S Chinden/WB WWTP /1/ ,413 1, ,230 5/31/ ,142 0% Project complete pending final payment; $40,000 retained for paving Complete SP100 Security Sys Upgrade /1/ , ,215 3/28/ % Project complete pending final payment. Complete TMS042 Farmhouse Roof /1/ ,701 37, /31/2008 4,791 89% Project complete. Complete 171R Lge Diameter CCTV /1/2007 2, ,955 1/31/ % Project complete pending final payment Complete 179R Ark Street Rehab /30/2008 5,000 3, /30/2008 1,135 77% Project complete. Complete 174R Mainline Repl Phase /1/ , ,765 12,424 12/31/ ,104 86% Project complete; final payment pending spring paving. Complete 182R Owyhee Sewer Rehab /1/ ,000 62,571 3,395 2/28/2009 4,034 89% Project complete. Complete 934E Ustick/Maple Grove Adj /1/ , ,000 3/31/ % Project complete pending ACHD billing. Complete 951E Victory E of Curtis /1/ ,796 32, /31/ ,926 55% Project complete. Complete 956E Susan Drive Sewer /1/ ,388 5, /31/2008 6,362 44% Project complete. Complete 954E 8th and Lemp Sewer /31/ , /31/ ,136 0% Project complete. Complete 955E 17th Street Sewer , ,000 0% Project cancelled. Complete LSP044 Secondary Digester Con /1/ ,543 32, /31/ ,103 56% Project complete. Complete TMSF Land Acquisition /1/ , , /31/ % Project complete. Complete TMSF Fencing /1/ ,770 61, /30/ % Project complete. Ongoing Environmental Education Center /1/ ,698 35,009 63,533 1/31/2009 8,155 33% Phase 1 complete pending final change order and payment. Ongoing Lander Major R&M /1/ ,000 2, /30/ ,368 1% Money transferred to individual projects as needed. Identified projects are: Influent pump, grease seperation, and HVAC investigation Ongoing 041L Influent Wet Well Pump /31/ , ,191 13,039 3/31/ ,263 88% Pump delivered, installation in March Ongoing TMSF Irrigation /1/ ,127 92,067 11,726 12/31/ ,334 27% New pivots 131 & 133 design in progress; anticipate bidding in March. ongoing 839E Gateway East Isaccs /1/ , , ,782 6/30/ ,459 21% Construction in progress; anticipate approximately $200,000 in savings. 51

54 Boise City Budget Ongoing - work is in progress Pending - work is on hold or has not begun Capital Projects by Department by Fund Complete - project is complete Cancelled - project has been cancelled Department Project Name Project Number Project Start Date FY2009 Revised Expenditure Budget FY2009 Actual Expenditures Encumbrances Completion Date Total Remaining Project Budget Total % of Project Expended Comments Ongoing 003W Digestion Improvements /1/2001 1,187, , ,375 4/30/ ,355 9% Construction in progress. Ongoing 006W Digester Gas Utilization /1/2001 1,156,028 36,135 67,440 9/30/2009 1,052,453 3% Last construction contract substantially completed 10/22/08 with final contract amount of $262,064 compared to bid of $269,850. Still need to design & bid lab boiler stack mods, estimated at $20,000 to complete from this budget. Ongoing Public Art - 1% /1/ ,015 18,458 39,681 9/30/ ,876 21% Artist contracts in conjunction with Watershed. Ongoing W B Major R&M /1/ ,412 3, /30/ ,335 1% Parent Project - Funds transferred to individual projects as needed Ongoing 033W Primary Scum Sys Eval /1/ ,965 7,730 30,098 1/31/ ,136 2% Budget increase of $68,500 pending council approval, construction to be awarded for $388,700, engineering task order for $29,837 is also pending Ongoing 044W W3 System Improvements /1/ ,671 54,771 33,529 3/31/2009 5,371 58% Completing construction in Feb, still setting up controls. Expecting project reimb from IPC. Ongoing 042W WB Screening /22/ ,282 1,869 20,344 10/31/ % Screen channel 4 work being completed in Feb, with multiple small POs. Proposed work remaining includes flushing piping in channels 1-3 Ongoing 040W Scada System /1/ ,200 3,989 43,515 3/31/2009 1,696 8% Report due in Mar 09, will have budget remaining for additional PLC programming work beyond report, which will be addressed with TO amendment Ongoing WB Phosphorus Removal /1/ ,894, , ,869 5/31/ ,517,627 2% Complete Project Definition Report April 2009; Preliminary design to begin April 09 Ongoing 153R LS Slip Line /1/2006 1,317,804 7, ,437 5/31/ ,617 1% Contract awarded to Sommers Const.; Construction starts 02/09 Ongoing TMSF Well #7 Rehab /1/ ,020 17,068 4,373 9/30/ % Flow test to be conducted this summer. Ongoing SAR1004 Fac Plan /1/ , , ,942 9/30/ ,842 33% Facility plan document to be prepared by July 09; additional work in FY10 for further technical and regulatory analysis Ongoing 933E Table Rock Interceptor /30/2006 1,526, , ,900 8/30/ ,991 43% Wet Well construction complete; construction on building in progress Ongoing TMS029 Well #12 w/road /1/ ,272 14,767 5,233 12/31/ ,272 5% F/B to go out for bid in February 09, construction to begin in April 09. Ongoing Glenwood LS Standby Power /1/ ,050 6,437 6,208 5/30/ ,405 6% Contract awarded; construction to start March 09 Ongoing TMSF Major R&M /1/ ,084 1, /30/ ,843 2% Purchasing pivot track repair supplies; Watkins House demolition. Ongoing Sewer Rehab /1/ ,650 7,885 6,006 9/30/ ,759 1% Funds transferred as needed for rehab construction Ongoing 177R 2008 ALLEY PHASE /1/ ,930 38, ,847 6/30/ ,384 8% Construction in progress. Ongoing Trnk Ex Misc /1/2008 3,323,049 39,750 44,863 9/30/2009 3,238,436 1% Funds transferred as needed. Due to construction slow down anticipate $1,000,000 of the current budget will not be required. Ongoing 131S Martindale/Hackamore /1/2008 1,018, , ,951 4/30/ ,497 17% Currently under construction. Ongoing 841E La Hontan Dr Sewer /1/ ,355 51, ,874 6/30/ ,430 16% Construction in progress. Ongoing 943E EPCB Sewer /1/ , ,364 7/31/2009 9,566 0% Construction in progress. Ongoing 203S Mitchell Sewer /31/2008 5,000 1, ,640 27% Design phase. Ongoing Central Lab Addition /1/ ,272 18, ,339 10/31/ ,504 2% Design phase; constructing control system in FY09; remainder of expansion project to be completed in FY10 Ongoing W Boise Fiber Connect Repair /15/ ,000 18, ,140 10/31/ ,218 5% IT project. Pending Garden City Trunk /1/ , /30/ ,275 0% No projects identified for FY09 at this time. 52

55 Boise City Budget Ongoing - work is in progress Pending - work is on hold or has not begun Capital Projects by Department by Fund Complete - project is complete Cancelled - project has been cancelled Department Project Name Project Number Project Start Date FY2009 Revised Expenditure Budget FY2009 Actual Expenditures Encumbrances Completion Date Total Remaining Project Budget Total % of Project Expended Comments Pending LM Misc Const Projects /1/ , /30/ ,000 0% Used on an annual basis for small construction projects/capital R&M Pending 207S SW Relief Odor Control Fa /1/ , /30/ ,162 0% Currently in scoping stage. Pending WB Blower Cooling Water Repl /30/ , /31/ ,100 0% Design to be done in-house. Funds are for construction. Work not yet started. Pending WB Co-Generation w/dg /1/ , /31/ ,000 0% PO for CH2M Hill task order #WW-31 for $53,234 is being processed to create design build RFP. Pending 162R Edwards Theater Upgrade /1/ , /30/ ,900 0% Project postponed indefinitely - seeking alternate solutions. Pending 190R Warm Springs Manhole Reha /30/ , ,622 1% Design phase Pending 192R Warm Springs Re-Route /1/2008 5, ,000 0% Design phase Pending 193R Mesa CCTV /1/2008 2, ,000 0% Design phase Pending 194R Boise Hills Sewer Repl /30/2008 1, ,500 0% Design phase. Pending Lombac Land Purchase /31/ , /31/ ,000 0% Pending negotiations. Pending WB WWTP - Collection Odor Cont , ,600 0% Project delayed until FY10 Pending Pub Wrks IT Strategic Plan /30/ , /31/ ,948 0% RFP for utility billing system being reviewed; conversion to OnBase system underway. Subtotal Sewer (526) 31,095,155 2,907,215 5,487,123 22,700,817 9% Solid Waste Ongoing Public Art - 1% /1/1951 9,671 6, ,926 70% Ongoing public art projects in support of environmental education Ongoing Gowen Field Remediation /1/ ,183 16,127 6, ,934 16% Monitoring phase. Subtotal Solid Waste (531) 110,854 22,872 6,122 81,860 21% Subtotal Enterpise Funds 61,977,997 4,016,260 8,610,581 49,351,157 6% Other Funds Boise Housing Rehabilitation Ongoing Major R/M /1/ ,000 14, /30/ ,015 4% Parent project will be used to create sub projects related to major R&M Ongoing Foreclosures /1/ , /30/ ,000 0% Parent project - Ongoing as need Subtotal Boise Housing Rehab (770) 850,000 14, ,015 2% Risk Management Pending Risk Mgmt Database /13/ , /31/ ,900 0% Project progressing on track. The vendor selection process has been completed and contract negotiations are in the final stages. System implementation is expected to commence immediately after the contract is approved. Subtotal Risk Management (641) 191, ,900 0% Subtotal Other Funds 1,041,900 14, ,026,915 1% Total All Funds 112,113,484 9,011,045 15,357,157 87,745,283 8% 53

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57 HEALTH TRUSTEES OPERATIONAL REPORT Approved by: Health Trustees Submitted by: Kent Rock INITIATIVES AND MANAGEMENT DIRECTIVES Identify means to minimize rate of increase of premiums and stabilize volatility: The Health Trust continues involvement in the Integrated Benefit Plan project and several enhancement of wellness offerings. Due to increasing fund balances over the 2008 policy year, the Trust voted not to increase premiums to the City for the 2009 policy year. SERVICE AND KEY OPERATING UPDATES The Trust s loss ratio for policy year 2008 was 91.2% compared to 102.9% during the same period last year. The improvement was largely due to the rate increase of approximately 22% that was passed on in During the past year, the Trust underwent three audits. The City s external auditors completed their 2007 annual audit of the Trust the first trimester of 2008 and are currently in City Hall performing the 2008 audit. The City s internal audit staff completed a claims administration audit of Blue Cross and rated them Satisfactory. In December of 2008 the State Department of Insurance began an audit that is still underway. That audit comes as a result of newly approved statutory authority to audit self-insureds and, therefore, represents the first time that the State has audited a self-funded or partially self-funded plan. Consequently the State is using this audit to set the standard by which they will perform similar audits of other self-funded private and public health care plans. Currently, the State and the City s independent auditors are both simultaneously involved in auditing the Trust. MAJOR ACCOMPLISHMENTS Delivered flu shots for covered employees. Passed on a 0% increase in premium for policy year Set approved levels for wellness incentives to be paid from the Trust in connection with the new Integrated Health Plan. The Trust released the final $900,000 held in reserves in the General Fund to the City for use in the General fund budget. PROCESS IMPROVEMENTS Several process and procedural improvements will likely come of the State audit. Those will be reported in the next Triannual Report. TRENDS & ISSUES FACING THE DEPARTMENT Several Trust members continue to participate on the Integrated Benefits Plan team and Trust members are taking steps to do their part in implementing the Plan. The Trustees are also looking for ways to minimize cost impacts to the City. The Trust did not pass on an increase to the City for The average increase to the City has been less than 55

58 HEALTH TRUSTEE TRENDS & ISSUES FACING THE DEPARTMENT CONTINUED 10% since inception. However year on year increases have swung between premium decreases and 22% increases. The Trustees are assessing ways of reducing this volatility in the premium assessments. In the future the Trust will likely opt for payment holidays or dividends in as a means to allow the City to share in the health care cost savings. This will allow for smoothing of the year to year premium increases and move the program toward the City s goal of below-trend increases. Remainder of page left blank. 56

59 HEALTH TRUSTEE FINANCIAL REPORT REVENUE ANALYSIS Revenue from the City is coming into the Trust as planned. MAINTENANCE & OPERATING (M&O) ANALYSIS Claims expenditures ending December 31 increased by 9% (or $1,293,595) more than 2007 according to reports by The Segal Company. In 2008 there were 66 large claims (claims in excess of $30,000) compared with only 42 in There were 9 claims which exceeded $100,000, which was the same number as in 2007, but only 2 of those exceeded the stop-loss level of $200,000 as compared with 5 in Thus, it appears that frequency of claims, rather than severity was the major factor in the increase. At the end of January, cash and investments on hand to pay claims totaled $7,402,358. OTHER RESERVE/FUND BALANCE/RETAINED EARNINGS ANALYSIS As of January 31, the Department of Finance and Administration reported that the Trust s Total Net Assets totaled $6,010,515. In order to reduce this to the Trust s target balance (IBNR plus regulatory reserves plus 20% of budgeted expenses) the Trust did not take an increase in funding in That should reduce the fund balance into the target range. Remainder of page left blank. 57

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61 Memo To: From: Members of the City Council IBT Subcommittee on Purchasing Auditing Date: January 31, 2009 Re: Report for the 1st Fiscal Triannual period of on Purchasing Audit Background The IBT Committee was formed to review purchasing transactions and report the findings to the Mayor and City Council regarding department compliancy with the new Purchasing Policies and Administrative Regulations effective 11/1/07. The report is intended to provide the City Council with assurance transactions are reviewed for compliancy and highlight potential policy or procedural issues. The committee is chaired by the City Controller and is served by members from differing departments. This review considers only transactions occurring between 10/1/08 and 1/31/09 and does not address any issues brought by internal audit for this period. The grading scale will have 5 levels ranging from Highly Satisfactory to Unsatisfactory. Overall A Satisfactory grade has been given for this review period. No significant issues were identified by the Controller for this period of time. Purchase Card (P-card) Review The methodology was to review the summary statements compiled by the Pcard Administrator. This lists out any discrepancies identified as all transactions are reviewed. A total of 3,676 P-card transactions were examined amounting to $496, The number of transactions and cards issued has remained consistent with the prior time periods. The results were satisfactory. A total of $51.33 was spent on sales tax. This involved several departments and have been followed up on. The vendors have refunded the amounts to the City in nearly all instances. The Pcard Administrator is continuing to follow up to get documentation and refunds. Purchase Orders The methodology was to total all transactions to a vendor by department. Vendors totaling less than $5,000 and vendors using PO numbers on all transactions were removed. Then vendors were removed where a PO is not required. This revealed vendors where a PO should have been used. Then, based on the total dollar value, a Purchasing Audit 1 st Triannual Report 59

62 contract was looked for if applicable. These were discussed with several departments to identify the common root cause. This effected all departments citywide. The results were satisfactory. Several purchase orders caused questions for contracts. The review process in Purchasing stopped the transactions until the appropriate resolution could be determined. Early Released Checks As an additional function, the Committee reviews non-routine early check releases. Early released checks are those released ahead of City Council approval with the authorization of the Council President. These items are tracked since they are exceptions to normal procedures. The intent of the review is to determine if any patterns are developing which may indicate the need for training or require workload adjustments. The results were satisfactory. For the 1 st triannual period for there were 40 nonroutine early check releases. Considering the number of checks issued over that period 8,048 resulting in a percentage of 0.50% this seems reasonable. There was 1 early release request that was denied and 2 additional only approved after additional information was provided. Purchasing Audit 1 st Triannual Report 60

63 DEPARTMENT REPORT GUIDE Department reports are written and submitted by the individual department. This report gives the department an opportunity to update the Mayor and City Council on significant achievements and happenings in the period. The objective of the department report is to summarize the department s operational and financial progress in meeting objectives for programs and projects, to identify key achievements and process improvements, and to mention trends and watch items. There are 3 parts to each Department Report: Department Operational Report Department Financial Report Department Capital Report DEPARTMENT OPERATIONAL REPORT KEY OPERATING UPDATES Departments use statistics to explain the major services they provided during the quarter. MAJOR ACCOMPLISHMENTS This section gives departments the opportunity to highlight special events or accomplishments that occurred during the period. PROCESS IMPROVEMENTS If a department had made improvements to a process, they can highlight the changes in this section. TRENDS AND ISSUES FACING THE DEPARTMENT Changes in the economy and business environment may potentially impact a department s ability to provide services. These impacts can be both positive and negative. It is important to note the trend and how it may affect fiscal stability. Continued on next page. 61

64 DEPARTMENT REPORT GUIDE DEPARTMENT FINANCIAL REPORT FINANCIAL SUMMARY This section provides a year-to-date summary of the department s budgeted and actual expenditures and revenues. The prior year actuals are included for comparison. REVENUE ANALYSIS Departments explain their major revenue categories and the status of receipts including the cyclical or seasonal nature of the revenue. PERSONNEL ANALYSIS Departments provide analysis of their personnel expenditures including salaries and other benefits. The City budgets personnel costs at 98% of the total cost assuming that on average departments will have a 2% vacancy rate. MAINTENANCE AND OPERATING (M&O) ANALYSIS Departments review their maintenance and operations expenditures by the following major categories: supplies and materials, professional and contractual services, fuels and utilities, minor repair and maintenance (R&M), other miscellaneous expenses. Expenditures may also follow cyclical or seasonal patterns depending on the related service. EQUIPMENT ANALYSIS Departments annual equipment budgets are based on their six year equipment plans. Equipment includes everything from computers and printers to vehicles and heavy equipment. In this section, departments report on their progress in purchasing the equipment that was included in the plan for the fiscal year. OTHER RESERVES/FUND BALANCE/RETAINED EARNINGS Enterprise, housing, and other non-governmental funds may have retained earnings. Governmental funds, including the general and capital fund, may have fund balance. Departments may also have accounts for specific reserves. In this section, departments explain fund balances, retained earnings, and other reserves, including an explanation of the planned use or associated restrictions. DEPARTMENT CAPITAL REPORT Not all departments have capital facility budgets. Those that do, complete this section. Departments include an explanation of the capital projects that are included in their budget for the fiscal year. The focus for each period is on the major work completed in that period. If a project is delayed, that is noted. Departments will also explain the project costs as compared to budget. If there are any issues, those are noted. 62

65 ARTS & HISTORY DEPARTMENT OPERATIONAL REPORT Approved by: Terri Schorzman Submitted by: Terri Schorzman INITIATIVES AND MANAGEMENT DIRECTIVES None Reported. SERVICE AND KEY OPERATING UPDATES The new Department will be one-year old in March Staffing: The department director joined the staff in late September, and the former performing arts manager position was hired on January 30, Prior to the permanent hire, a temporary employee completed many tasks required of the position. Admin: Key issues include electronic communications and tracking. Began needs identification for unified/comprehensive file structure for department, update/re-working of the website, review and update of experienceboise.org events site, and an extreme need for a contact management database. Also, developed and implemented the e-newsletter. MAJOR ACCOMPLISHMENTS Grants: Wrote and received upwards of $3000 worth of corporate grants for the Arts for Kids program; wrote a major planning grant application to the National Endowment for the Humanities in preparation for the Sesquicentennial of the City. If awarded, the department will receive between $45,000 and $70,000; wrote a grant to the Idaho Humanities Council for funding for the next pod-cast series on public art downtown (that will focus on Boise history). Planning and/or evaluation workshops: Led evaluation workshops with artists who worked with the Performing Arts in the Market and with managers for the Arts for Kids program. These sessions provided an assessment for the next phase of these programs; led commissioners through an assessment workshop to identify their new roles and responsibilities as commissioners; and led the new History Committee through a planning process to select projects and to create committee guidelines. Events: In October, the department completed two very successful events -- WorldFest and Collaborations. Several hundred attended these two free family events and thirty performers were employed. We hosted two extremely wellattended Fettucine Forum events, which continued our on-going positive relationship with Boise State University; continued podcasts and walking tours, including for World Fest Special Olympics; and began 8 th Street Artist in Residence Program (facilitated the artist selection process in January for developer to allow seven artists to have free studio space in 8 th Street Marketplace from February-April 2009). Collaborations 63

66 ARTS & HISTORY MAJOR ACCOMPLISHMENTS CONTINUED Outreach/communications: Developed and implemented an e-newsletter (titled Headlines) for distribution to stakeholders and the general public. Public Art and History Map was re-designed, printed, and distributed. PROCESS IMPROVEMENTS Primarily IT issues: identified (and working toward) the need for better electronic file structure, a new website, and the crucial need of an operational contact management database. TRENDS & ISSUES FACING THE DEPARTMENT Maturation of the department. Development of history projects and programs with little new revenue or staff. Public art maintenance needs increasing as collection grows and disperses. Remainder of page left blank. 64

67 ARTS & HISTORY DEPARTMENT FINANCIAL REPORT REVENUE ANALYSIS As of right now, our financial status is stable. Most of our expenditures will occur in the spring/ summer/fall, when our programming needs are the highest. Note that the WorldFest and Collaborations took place in October 2008 and thus those expenses were incurred this fiscal year. We are on target for the rest of year, pending any further cost containment requirements, and are on target with personnel costs (and have filled a permanent position). Printing the new Public Art and History Map/ brochure cost $9000 for 18,000 maps; we received a $3000 grant from the Boise Convention and Visitors Bureau (passed from the Idaho Travel Council) to pay for a portion of this product and the funds will arrive soon. For the first third of the year, the department received $1000 from Idaho Power, $2000 from BOISE, and $900 from Capital City Public Market for Arts for Kids. Received commitment of $500 from Valley Regional Transit and $500 from ACHD Commuteride for sponsorship of Depot Day in April 2009, and will receive $3000 from the Boise Convention and Visitors Bureau for printing the Public Art and History Map. Other funds from the sale of books are minor. PERSONNEL ANALYSIS The new department director began on September 30, The public arts manager continues to serve in the role and a new events and the performing arts manager position (renamed cultural programs manager) was filled in late January 2009 (the position had 62 applicants in one week). A temporary person held the position from late October through the end of January. The remaining two full time positions are a senior department specialist, and a public arts education and maintenance specialist. The city historian will continue to serve until May 2009 through our partnership with BSU as a part-time, graduate assistant. We will learn in March 2009 if the university will continue the fellowship program. If not, due to cuts in their funding, they have agreed to support high-performing upper division and/or graduate interns. This position needs to become permanent, at the very least as a half-time FTE for the next two years. MAINTENANCE & OPERATING (M&O) ANALYSIS The public art collection is growing, geographically dispersing and aging, which is increasing the responsibilities and time needed from the staff to provide care and maintain for the collection. This may also increase the cost of maintaining the collection over time. The staff member responsible for maintenance is also responsible for education, which splits the staff member s attention and time. Maintenance is an area that will need greater scrutiny and planning over the next few years. EQUIPMENT ANALYSIS The copier is very old and malfunctions frequently. It needs to be replaced when possible. 65

68 ARTS & HISTORY DEPARTMENT CAPITAL REPORT Public artworks completed October January: Parks: Sycamore Park Marcus Pierce completed a mural on three free-standing panels, $10, th Street Artist in Residence Program: Facilitated the artist selection process for developer to allow seven artists to have free studio space in 8 th Street Marketplace from February-April Projects in fabrication, pending installation: Public Works: Boise WaterShed Amy Westover will install windows and floor when a solution for a sub-contractor error is determined. $80,000. Public Works: Boise WaterShed - Patrick Zentz will install three wind artworks in June as part of the landscape development. $100,000. Boise Airport: World War II Aviator Benjamin Victor is fabricating a World War II Bomber Pilot as a memorial at Boise Airport. To be dedicated May 25, $90,000. Boise Airport: Fountain/Fireplace redesign Amy Westover is redesigning the dysfunctional artwork and make it into a seating element. To be completed by March 30, $45,605. Public Works: Geothermal Medallion Ward Hooper s design for the medallion will be fabricated this spring to go on buildings that use geothermal heat. $8,000. Library: West Branch Judy Collins is creating a glass artwork for the new branch. $58,000. Fire/Police: City Hall West Noel Weber/Classic Design Studios is fabricating artwork for the exterior plaza focusing on the history of police and fire departments. To be completed March 30, $133,000. Artists selected for projects/design approvals pending: Parks: Julia Davis Park Designs pending from selected artists working on teams, $34,000 Funds budgeted but art project not initiated: Fire: TBD, $1,500 City Hall West: Photo Commission, $10,950 Parks: Unallocated, $73,064 Parks: Esther Simplot Park, $55,500 Parks: Marianne Williams, $52,500 Parks: Julia Davis Park, $47,800 66

69 AVIATION DEPARTMENT OPERATIONAL REPORT Approved by: Richard McConnell Submitted by: Mike O Dell INITIATIVES AND MANAGEMENT DIRECTIVES The department has evaluated service delivery alternatives for 5 areas (inflight catering, Aircraft Rescue and Firefighting (ARFF), custodial, IT, and airport policing) as part of the strategic planning process. One outcome of this process was a change in the inflight catering staff; specifically, 1 person was transferred from inflight to airport custodial division and the remaining staff were reduced to a 35 hour work week. SERVICE AND KEY OPERATING UPDATES The Boise Airport is experiencing the full impact of the economic slowdown as enplanements at the Boise Airport are down 15.9% through the end of the triannual period. Airline cost per enplaned passenger (CPAX) is a benchmark that is used to determine the efficiency at airports. Boise Airport s CPAX for the 4 month period ended 1/31/09 is $3.86 which is up 10.6% from fiscal year 2008 CPAX of $3.49. Note that airport staff projects the airline CPAX will continue to increase as there is a lag between when cost increases and the impact of lower concession revenues hit the airline rate base. The rates charged to signatory carriers increased in January (this is a calculated amount based on the Use and Lease Agreement) from $.95 to $1.26 for landing fees while airline terminal rent rates remained at $25.34 per square foot. These rates are expected to increase in July 2009 due to projected decline in enplanements and increased costs of snow removal and ARFF. MAJOR ACCOMPLISHMENTS Repaved 2 employee surface parking lots improving aesthetics and improving safety of the lot (the pavement was failing which increased the potential for trip hazards). PROCESS IMPROVEMENTS None reported. TRENDS & ISSUES FACING THE DEPARTMENT Declining passenger enplanements is the primary issue currently facing airports. Fewer travelers means loss of parking revenue, concession revenue, car rental revenue, and other revenues as the majority of airport revenues are tied directly to the number of passengers who pass through the airport. Although the airport maintains a hybrid residual form of agreement with airlines (which essentially means that airline rates are adjusted to the level needed to cover all expenses), this is an issue as it means airline rates are likely to increase. The good news is Boise Airport has room to increase the cost per enplaned passenger and still remain significantly less than the national average (average cost per enplaned passenger for a small hub airport is $6.50-$7.00 with Boise rates equating to approximately $3.49). However, under current economic conditions, 67

70 AVIATION TRENDS & ISSUES FACING THE DEPARTMENT CONTINUED any rate increase will be viewed as unfavorable by the airlines. Potential service reductions may be another issue for the Boise Airport. While Boise Airport has not experienced significant reductions (Express Jet dropped service in September which resulted in 2% fewer seats available), airlines have been reducing flights in other markets to control costs. Remainder of page left blank. 68

71 AVIATION DEPARTMENT FINANCIAL REPORT REVENUE ANALYSIS Operating revenue declined by $1,044,000 (13%) in the first triannual period primarily as a result of fewer passengers traveling as described above. Significant changes in operating revenue include: Airline rent - down $117,000 due to decrease in the rate from $27.78 to $25.34 in July Note rates are established by contract with the signatory airlines. Signatory airline landing fees dropped by $109,000 due to lower landed weight (airlines using more regional jets) and decrease in service. Note rates are established by contract with the signatory airlines. Parking revenue $376,000 lower due to passenger decline; parking layovers (overnight stays) dropped by 13.5% or 26,989 in the first triannual period. Car rental revenue - $293,000 lower this year. This includes other concessions, ground transportation trip fees, fuel flowage fees, and etc. The decrease is primarily attributable to fewer passengers and lower rates charged by the concessionaires (the airport receives 10% of concession fees). PERSONNEL ANALYSIS Personnel expense was $83,000 higher than last year primarily due to 3% across the board salary increases effective 10/1/08. MAINTENANCE & OPERATING (M&O) ANALYSIS M&O expense increased $243,000 compared to the same period last year. The significant changes in M&O expense include: P/S-Fire - $250,202 increase due to addition of Aircraft Rescue and Fire Fighting (ARFF) employees plus increase in contract rates paid to union employees. Parking Management up $38,000 primarily due to increased snow removal costs. R/M-Outside Labor decrease of $23,000 due to efforts by Airport management to cut costs in non-critical areas. Power - $33,000 higher due to increase in rates and power cost adjustment. EQUIPMENT ANALYSIS In the first triannual period, the airport purchased 2 pieces of snow removal equipment (a dump truck with a 22 plow and a 20 snow plow). 69

72 AVIATION OTHER RESERVES/FUND BALANCE/RETAINED EARNINGS ANALYSIS As of 1/31/09, the Airport s unrestricted reserve balance was $32,986,000. This unrestricted reserve includes $9,866,000 and $3,311,000 of PFC and CFC designated funds, respectively, which can only be used for specific projects. The Airport s adjusted, unrestricted/unencumbered reserve balance is $19,809,000. These funds will be used for projects such as the economy lot expansion and other non-federal projects. The Airport generates additional revenue that adds to the base amount and is generally used to fund capital projects. Historically, the amount of cash flow generated from the various sources is: Operations between $4,000,000 and $7,000,000 per year. This is used for debt service payments (approximately $2 million per year) and to fund other capital projects. PFC (Restricted to Capital) - $500,000 per month, $6,000,000 per year. These funds must be used for debt service payment on terminal debt and pay as you go FAA approved capital projects. There is $2.7 million in annual debt service that is eligible for PFC revenue use. The remaining PFC revenue is accumulated and may be used to prepay debt or pay for other pay as you go. CFC (Restricted to Capital) - $62,500 per month, $750,000 per year. These funds must be used for projects directly benefiting car rental agencies. Funds are being accumulated to construct a consolidated car rental facility. Remainder of page left blank. 70

73 AVIATION DEPARTMENT CAPITAL REPORT Economy Lot Expansion. The Airport will issue a request for bids on this project (750 stall expansion of the economy lot at Victory and Orchard) in spring Garage Expansion. Airport management plans to complete schematic design on an 800 stall parking garage expansion to be funded out of reserves and cash flow. Current demand trends have resulted in plans to proceed with schematic design in, full design in FY 2010, and construction in FY Before construction begins, Airport management will monitor and evaluate demand trends and available cash flow to ensure the timing of the project is optimized. Master Plan Update. This project consists of updating the Master Plan using Airport staff and outside consultant, Ricondo and Associates. A final draft is being circulated for comments. FedEx/Ups Cargo Apron Pavement Rehabilitation. This grant-funded project consists of replacement of deteriorated asphalt pavement with concrete hard stands on both ends of the airfield. Project is currently under construction. Orchard Street Relocation. This project consists of relocating Orchard Street between Gowen Road and the New York Canal, to expand the airfield for aviation related development. Project is being deferred as higher priority projects have been identified. FIS/Customs Facility. This project consists of design and construction of a new Customs and Border Protection (CBP) inspection facility that will initially accommodate 30 passengers. The facility is designed to be expanded to a full federal inspection facility that can accommodate up to 100 passengers in the future. Conceptual plans have been approved by CBP. Design work will start in June. A site near the east aircraft de-ice apron has been selected for this new facility. This project is scheduled for construction in FY09. Estimated cost is $1,500,000. Airfield Expansion Environmental Assessment. This project consists of an environmental assessment for a Runway 28L and Taxiway B extension. This assessment will satisfy FAA environmental requirements for proposed airfield expansion projects. Airport staff has negotiated the scope of work and fee proposal with a consultant. This assessment is scheduled to take approximately 12 months. Snow Removal Equipment (SRE) Facility. This project consists of design of a new facility for airport snow removal equipment. The design work is complete and a bid package is being prepared for the construction phase. This project is funded with a 2009 AIP grant from the Federal Aviation Administration. Airfield Fuel Facility. This project was bid last fiscal year but all bids were rejected as they exceeded available budget. The scope of the project is being scaled down and will be re-bid this winter. There are no federal funds involved in this project. General Aviation Apron Rehabilitation. This project consists of replacement of concrete slabs on the south general aviation apron. A contract has been executed for the construction phase (which will begin in Spring). 71

74 AVIATION CAPITAL REPORT CONTINUED Parking Signage. This project consists of design and installation of an electronic message sign at the Airport entrance. The sign will provide updated information on parking spaces availability, security alerts, and other traveler information. The sign will also have advertising on the backside for passengers leaving the terminal. A design concept has been completed and a design proposal is being finalized. Construction timeline has not been determined. Building Demolition. This project consists of demolition of several vacant warehouses and houses on airport property. The demolition will reduce maintenance costs and prepare the properties for re-development. Project is currently in process. Projects that impact the Airport but are administered and funded by the FAA or ITD: Air Traffic Control Tower. This Federal Aviation Administration (FAA) project consists of construction of a new 297 foot air traffic control tower and associated office buildings south of the airfield on airport property. Site work is complete with the new tower structure up to its approximate final height. The structure is scheduled to be complete in fall of 2009 with the final tower commissioning scheduled for December This project is administered by the FAA and financed with federal earmark funds. I-84 Improvements. This Idaho Transportation Department projects consists of replacing the Orchard and Vista interchanges, and expanding the I-84 mainline to eight lanes. The project has been deferred due to the condition of the economy. Remainder of page left blank. 72

75 FINANCE & ADMINISTRATION DEPARTMENT OPERATIONAL REPORT Approved by: Jef Faw Submitted by: Jef Faw INITIATIVES AND MANAGEMENT DIRECTIVES The Department s Business Plan Focus Area: F Assure a safe, healthy, and livable community. Objective: Reduce traffic congestion in those neighborhoods deemed appropriate through a special on-street parking program. A sample program would be that renewable residential permits would be issued. Those cars parked on the street without the permits would be allowed to park for a limited amount of time. If they exceed the allotted time a parking ticket would be issued. Average number of daily tickets would be compared against the daily number of valid permits. The desired goal would be to have two or less citations written per residential permit issued. Action: Survey peer city residential permit programs to assess best practices, levels of success, implementation issues, and benchmarking purposes. Surveyed Eugene, OR; Sacramento, CA; Reno, NV; Colorado Springs, CO; and Salt Lake City, UT. Action: Identify those neighborhoods within the City which are candidates for the permit system. Sites are already established, but new neighborhoods may request. Major issues: enforcement of new neighborhoods and equity in issuing business parking permits within a residential area. Action: Execute communication plan with City leaders, staff and neighborhoods. Staff is prepared to make recommendation to leadership. Objective: Increase vehicle turnover for on-street parking spaces to ensure the fair and equitable availability of these prime spaces. The economic downturn has resulted in fewer vehicles in the downtown area. We have reacted by adjusting enforcement schedules and routes to focus on the heaviest concentration of parking demand. Objective: Increase the efficiency and effectiveness of the City's fleet maintenance program that result in measurable cost savings per vehicle and reduced turnaround time. In connection with the FY 2010/2011 budget build, attention was focused on details of establishing an Equipment Replacement Fund. The transfer of a key staff member in the Budget Office to another City department in early December 2008 forced the postponement of this project to the subsequent budget build cycle. In the meantime, staff will focus on a means of identifying capital sources for seed money of this Fund if and when it is possible to implement this best practices concept. Objective: Increase the efficiency and effectiveness of the City's Procurement Process that result in measurable cost savings per transaction and reduced turnaround time. This was the principal focus of the Interdepartmental Business Team s efforts during FY It identified the time on task for each of the City s major business processes for every staff 73

76 FINANCE & ADMINISTRATION INITIATIVES AND MANAGEMENT DIRECTIVES CONTINUED member below senior managers and excluding represented staff. A full report of the outcome of this analysis was presented to EMT and to Council as part of the FY 2008 second triannual report process. Objective: Increase effective enforcement of ordered court fines for magistrate cases that results in reduced collection cost per $1,000 in fine revenue. Communications from the Ada County Clerk have made it clear that while this action step involves a court collections program best practices process, it would run counter to the desires of the majority of district court magistrates. As such, this is not a process improvement that the City could unilaterally implement, and is therefore off the table at this time. Action: Review administrative guidelines for the payment of fines/fees to determine if changes are required that reduce "hands on" administrative time and better reflect the punitive intentions of fines/fees. Again, these guidelines are seen as largely within the purview of the Administrative Judge of the Court, the District Judges and the Ada Clerk of the Court. The should not play a direct role in collection of court fines as this is the legal responsibility of the foregoing parties. To the extent the City can make suggestions of a constructive nature, based on its years of experience in the fine collection business, it will attempt to do so. Objective: Increase the efficiency of the two customer service counters for Parking Services and Clerk's Office that results in measurable cost savings, faster processing and improved customer service. Remodel plans and tentative costs were developed and vetted with all stakeholders. However, project funding was used for rebalancing the budget. The remodel project will be submitted as a CIP request for FY Action: Evaluate staffing requirements and possible training needs. A cross-training schedule has been developed for Parking and Clerk s Office customer service staffs, enabling full coverage for both areas under the supervision of one employee. Objective: Increase the efficiency and effectiveness of the City's election process that results in cost containment for each election and dependable and accurate election results subject to the law. Researching three options: 1) Internally administered paper ballot system (also being researched by the Association of Idaho Cities); 2) internally administered punch card ballot; 3) outsourced optical scan (Ada County Elections). Focus Area: Manage Financial and Information Resources Objective: Increase delinquent revenue collections by 10% by the end of. The business plan objective for 2009 is to increase delinquent revenue collections by 10% by the end of the fiscal year. We have made collections the center to process all delinquencies throughout the City, if it is referred to us for handling. The implementation and launch of direct billing occurred October 1, 2008 after 3 months of testing. Every account referred to us for handling is charged $5 set up and 15% of the total collected. Each department is invoiced monthly and detailed account reporting is provided. 74

77 FINANCE & ADMINISTRATION INITIATIVES AND MANAGEMENT DIRECTIVES CONTINUED Action: Reassign operational responsibilities to appropriate staff so that collection officers can pursue more active collections. The Collections Section became fully staffed 12/01/08 with four full time collectors. The Collections Team also has one full time clerical support staff person classified as an Accounting Specialist. The Collection Officers no longer handle clerical duties as they once did; all focus on collecting revenue. The program collected $680,072 in FY 2008 from October through January and in for the same time period we collected $809,569. That is a 19% increase year over year for a comparable time period. The transition to one full time clerical support person has had the most impact on our revenue collecting efficiencies. Action: Evaluate the installation of an automatic dialer program. The evaluation of possibly installing an automatic dialer proved not to be an option with our current collection software. It would be very costly up front and unwise for the long term. Staff has tested an outsourcing of a voice messaging option to extend collections hours and customer contact with a company called Global Connect. There have been some glitches with conversion problems but we continue to explore this option versus getting a dialer in the future, should our current collection software support one. Global Connect has proven to be very cost effective. An all-day auto dialing campaign pilot cost $23 in total. Action: Evaluate the summons process for parking violations for improved cost effectiveness. The parking summons process was evaluated and evidence proved that it had become ineffective. With the implementation of I-STARS at the Ada Courts, the program stalled altogether. Staff has started to collect parking fines as we would any other delinquent revenue and is also working on getting all delinquent parking tickets imported into our collection software so they can be worked more effectively. Objective: Maintain approved cost recovery rates for City services and programs. This activity is complete and has been approved by EMT and the City Council. Its outcomes will be incorporated into the FY 2010/2011 budget build. A recent decision has altered the original plan, and charge-outs will occur on a periodic basis rather than monthly. Action: Determine and evaluate the full cost of city services and programs after the allocation of indirect charges to all departments. This is underway in connection with the FY 2010/2011 budget build process. All departments will have the revenue and cost impacts of their indirect services grossed up to FY 2010 projected levels and can use these figures in computing the fully-loaded costs of the services they deliver. Objective: Reduce the City's health retirement liability within five years. Action: Create charter and project team. An Integrated Health Care Project Team was been formed and its charter issued. Action: Evaluate options to meet the individual goal to have funding to partially support the "gap" between early retirement and eligibility for Medicare. This component of health care cost-containment (the GASB-45 liability) has not been under active consideration in recent months while more immediate programmatic and financial challenges are being addressed. 75

78 FINANCE & ADMINISTRATION INITIATIVES AND MANAGEMENT DIRECTIVES CONTINUED Action: Discuss option with relative employees and determine cost impact if applicable. This occurred in the late fall of 2008 with a broad-based reach-out effort to all City staff. Action: Implement plan upon approval of the Mayor and City Council. In connection with the FY 2010/2011 budget build, a plan is being developed for EMT consideration and approval. It is expected to be an integral part of the Budget Workshop presentations, and fully implemented by 1/1/2010. Objective: Reduce the probability of incurring financial liabilities by documenting citywide financial policies and procedures. The FY 2008 Comprehensive Annual Financial Reporting process has been completed during the Triannual 1 reporting period. We are awaiting receipt of the final report which will be presented to the City s Audit Committee in March. We are expecting to receive no Material Weakness and/or Significant Deficiency notations. Action: Evaluate, amend and add to the existing documented policies and procedures. During FY 2008 and the first period of, Financial Services updated and/or developed five groups of financial policies in the following areas: Accounting, Auditing and Financial Reporting, Cash Management and Investment, Planning and Operating Budget, and Debt Management and Revenue. Each was reviewed and approved by the Executive Management Team before going to Council for adoption by resolution. This project was placed on hiatus for six months during the FY 2010/2011 budget build and will be resumed in the summer of The remaining areas of policy development are Capital Planning, Economic Development, Expenditures and Reserve, and Fund Balance. Action: Create documentation after review of current and new financial processes and practices. This has not been started due to all financial policies not being completed and is on a six month hiatus. Action: Institute a Citywide financial training program. Financial Services offers 15 various training classes on financial and system related topics as well as classes on specific topics as needed or requested. Objective: Increase efficiency and effectiveness of the management of all City loans. Action: Simplify and standardize the housing loans. This is an ongoing process improvement initiative. Numerous improvements have been implemented and more are being identified and developed. For example, we have changed loan numbers to make them more descriptive of the type of loan, streamlined and improved the process for transferring loan status from deferred to amortized and have streamlined the reconciliation process between ABS & PeopleSoft. We are also working with IT to automate the process for certifying delinquent sewer loans to tax rolls. This needs to be finalized by May 15 th, 2009 to be effective this year. Action: Provide for electronic and automatic payments. Currently working with Library, PDS and DBA to implement their applications and with Parking Services to implement payments by Interactive Voice Response (IVR) over the phone. IVR should 76

79 FINANCE & ADMINISTRATION INITIATIVES AND MANAGEMENT DIRECTIVES CONTINUED go live before the end of March if testing goes well. Govolution s side is complete and ready for testing. The others should be live by the end of June pending a few issues on the City s side being worked out. Work with Parks is scheduled to begin within the next 45 days. SERVICE AND KEY OPERATING UPDATES Numerous improvements to the Loan Programs have been implemented and more are being identified and developed. For example, we have changed loan numbers to make them more descriptive of the type of loan, streamlined and improved the process for transferring loan status from deferred to amortized and have streamlined the reconciliation process between ABS & PeopleSoft. We are working with IT to automate the process for certifying delinquent Sewer loans to tax rolls. This needs to be finalized by May 15. MAJOR ACCOMPLISHMENTS At the recommendation of Parking Services, the City Council enacted a Zero Emissions Vehicle parking ordinance, offering a financial incentive for citizens to use non-polluting vehicles downtown. The scofflaw towing program for ignored and unpaid parking citations observed its second anniversary on January 4, 2009, and has been highly successful. Even after two years, an average of nearly one vehicle per working day is towed, and the monthly recovery of outstanding fines averages $3,666 ($88,000 total). Parking Services implemented limited Saturday enforcement of hazardous-parking laws (such as crosswalk, fire lane, yellow curb, stop sign, blocking intersections, facing wrong way, etc.) to increase public safety and provide fair parking access for all motorists on the weekend. As a major step towards revisions to the Taxicab Ordinance, the City Clerk s Office held an open house to solicit input from stakeholders, including taxicab owners and operators, insurance companies, and frequent taxicab patrons. By far, the most notable accomplishment in Financial Services was achieved by Collections. Collections had two record breaking months, December 2008 and January 2009, with January realizing the all-time highest collected dollars in the history of the City. Financial Services successfully completed the year-end closing process for FY 2008 as well as completion of the annual audit. PROCESS IMPROVEMENTS Central Services created a new internal website for printing and mailing services, complete with links to new order forms, printing and mailing tips, specifications and regulations, special offers, and general information. The implementation of Govolutions for the online payment of parking fines continues to pay significant dividends, as the system averages over 1,000 transactions per month, collecting nearly $26,000 in fines each month. These credit-card transactions are totally automated, and do not require any processing time by staff. 77

80 FINANCE & ADMINISTRATION PROCESS IMPROVEMENTS CONTINUED Parking Services restructured enforcement officers routes and schedules to concentrate on the most heavily impacted areas and times for on-street parking, resulting in more effective turnover of available spaces. Working with Airport and Police, the City Clerk s Office has created a weekly list of expired and suspended taxicab licenses. This list is posted to the web every Friday, and is used to remove unlicensed vehicles from service, as well to provide a publicly displayed disincentive for owners/ drivers to keep licenses current. City Clerk created a searchable version of the entire Boise City Code and posted it to the City s website. By resolution, the Council enabled the Clerk s Office to create the City s first electronic content management retention schedule, allowing Boise City to purge electronic documents as provided in Code. Financial Services implemented the use of a Budget Coordinator for the FY 2010/2011 Budget Development process. Every department director appointed a budget coordinator for their department. The budget coordinator is the key individual from each department tasked with budget related responsibilities which allows for better communication with the Budget Office. Financial Services simplified the allocation statistics in which indirects are charged allowing the charges to be realized on a real time basis beginning October 1, Collections implemented the direct billing system in October This process equalized the value of each collectable account by charging a flat rate to cover initial costs and a guaranteed level of service. Previously, through the indirect cost plan, all departments were charged whether or not any collection activity was performed. TRENDS & ISSUES FACING THE DEPARTMENT The economic situation continues to affect the Print Shop s revenues, as internal and external customers are placing fewer orders. Simultaneously, customers are requesting more pricing estimates of job options to maximize their budgets. An aggressive marketing and assistance campaign has been developed and is underway to hold, recapture, and develop new orders from all printing customers, internal and external. Parking meter coin revenue is down significantly as fewer motorists are driving downtown. 78

81 FINANCE & ADMINISTRATION DEPARTMENT FINANCIAL REPORT REVENUE ANALYSIS General Fund revenue budgets for the Department total $4.89 million, up modestly (4%) from the prior year ($4.7 million). In late January 2009, departments were asked to respond to the Mayor on measures they will institute to deal with budget impacts of loss of intergovernmental revenue and an expected, significant shortfall in traffic fines. DFA s challenge to re-balance its budget was exacerbated by a significant fall-off in use of downtown on-street parking due to recessionary forces at play regionally and globally. Most of this shortfall is in parking revenues, specifically construction permits, total meter coin money and parking fines. Central Services year-to-date revenue is also lagging well behind targets ($6,300 or 4.7%) and the slowdown appears to be accelerating. Presumably, departments may be cutting back on some discretionary printing projects and to the extent this trend may exacerbate through the rest of the fiscal year, this costcenter will bear careful scrutiny. Counter-intuitively (since one would expect a fall-off in license issuance activity in a recession), Clerk s Office revenues are holding strong and are actually $30,000 or 6% above historical targets for this point in the fiscal year. A new license fee schedule went into effect in October, accounting for a portion of the increase, and our analysis indicates that issuance of some of the higher-fee licenses are up as well, such as alcohol beverage, childcare facility, taxicab-driver and vehicle licenses. We are uncomfortable in predicting that this uptick can continue, however. Clerk s office revenue goals have consistently been met in past years, and at this point there is no reason to believe will be different. But, careful monitoring will occur monthly to ensure no adverse downward trend begins to materialize. Besides the Clerk s Office revenues, Collections is enjoying a very successful year despite the recession and peoples increased challenge to make financial ends meet. A change in chargeback methodology was agreed to by user-departments and became effective with the start of the fiscal year. This action gives a piece of the action to the Collection Office, and has created a more entrepreneurial incentive to our Collections staff. Combining the single Collection Officer position formerly housed in Parking Services with the broader Financial Services Collection Team is paying dividends as well. January 2009 saw the highest level of accounts collected in the program s history, and if these favorable trends continue, it could result in an actual to budget increase of $60,000 by fiscal year end. Overall however, Departmental revenue is projected to end the year approximately $200,000 to $250,000 less than the current budget. For planning purposes, we are using the mid-point of this range, or $225,000. Adjustments on the expenditure side of the Department s budgetary ledger are planned to offset this revenue under-realization. That said, continued vigilance will be the norm as further potential recessionary impacts on several Departmental revenues is possible. PERSONNEL ANALYSIS The most significant area where savings may offset the aforementioned revenue shortfall is in personnel costs. The City Clerk position will remain unfilled this year, and positions that opened in early 2009 by two retirements, (Senior Accounting Specialist and Senior Department Specialist) will also not be filled. Responding to the recessionary impacts in on-street parking, a vacant Parking Enforcement Officer has been left temporarily vacant since September In addition 79

82 FINANCE & ADMINISTRATION PERSONNEL ANALYSIS CONTINUED to the 2 % hold-back required of departments to meet their vacancy savings targets, we plan to save $115,800 by not filling these positions this fiscal year. We have implemented a near-freeze on all overtime and temporary staffing across all divisions which is expected to result in savings of $25,000. Projected vacancy savings beyond hold-back for the rest of the fiscal year, totaling $20,000, will enable the Department to rebalance to net zero, as requested by Mayor Bieter. The Department s one page response to that Mayoral directive is attached herewith as supporting background. MAINTENANCE & OPERATING (M&O) ANALYSIS At the end of the first triannual reporting period, spending patterns in the Materials and Operations accounts were generally according to amounts targeted. Heavy expenditures typically occur in Financial Services for the annual audit which is now essentially completed. The Department Head s M&O budget absorbed the budgeted cost of the design of the consolidated Administrative Services customer service center that has been an important Mayoral goal for several years. The actual execution of the project s construction will be budgeted in FY 2010 as a CIP proposal. The Department typically turns-back between $50,000 to $75,000 in unused appropriation in this budget category at fiscal year end. A projected turn-back as of September 30, 2009 of $33,000 is anticipated, but it has been pledged as partial resolution of our required rebalance this fiscal year. For all reasons outlined in this triannual narrative, DFA plans to arrive at net-zero in terms of its originally budgeted use of General, Intergovernmental Revenues at the conclusion of the fiscal year. EQUIPMENT ANALYSIS The department intends to adhere to purchases anticipated this fiscal year as part of its 6-year new and replacement capital equipment plan. To date 17 computers have been replaced following the schedule as per the six year plan. Remainder of page left blank. 80

83 FINANCE & ADMINISTRATION DEPARTMENT CAPITAL REPORT The Accela licensing system installation in the City Clerk s Office is progressing much slower than anticipated. The off-the-shelf system is undergoing extensive local customization for Clerk s needs and, with the complete change in Clerk s Office leadership last year, key players, their decisions and priorities have also changed. However, successful completion of the project has been identified as the top priority for technology resources, and a concerted effort is underway towards that end. Remainder of page left blank. 81

84 FINANCE & ADMINISTRATION FLEET SERVICES/CITY SHOP FUND DEPARTMENT OPERATIONAL REPORT Approved by: Jef Faw Submitted by: Craig Croner INITIATIVES AND MANAGEMENT DIRECTIVES The Fleet Services Division has almost completed its inaugural year and during that time has made tremendous strides in achieving the goals set forth in the Fleet Strategic Plan. Fleet Services impacts most City departments in the delivery and cost of nearly every service provided to the public. It impacts the productivity of nearly every employee and supports emergency services making the difference between life and death. A multitude of services performed on the fleet will provide our internal customers with the most cost effective fleet within their respective departments. By implementing a complete preventive maintenance program we can accomplish our mission while preserving the s major capital investment in fleet. The Fleet Services Division will continue to foster support for the one city - one team concept and continues to provide skilled staff to keep the City s fleet moving. SERVICE AND KEY OPERATING UPDATES The Fleet Services Division was officially formed on 3/1/2008 and has been fully operational for the last ten months. All staff is currently becoming acclimated to the new business model and has made significant strides to achieve the goals set forth in the Fleet Strategic Plan. The City s first Fleet Management Information System (FMIS), CCG FASTER, has been implemented and has been running live since 9/1/08. Fleet Services added two pilot positions in February 2009, one light duty mechanic and one fuel accounting specialist. After many discussions, it was decided by the Executive Management Team (EMT), that the pilot positions could move forward provided that they were funded with retained earnings from Fleet Services and they proved viable by hard dollar savings before converting these position to full time status. The Fleet Advisory Team (FAT) is currently working with the Fleet Manager on shop rate methodology. The main goal is to be transparent when it comes to billing internal customers. The American Public Works Association provides a shop rate guideline that will ensure that the Fleet Services Division meets that goal. MAJOR ACCOMPLISHMENTS The Fleet Services Division in less than one year has completed 85% of the goals set forth in the Fleet Strategic Plan. The Finance and Administration Department Director has stated that he believes this division is a good year ahead of schedule. Purchasing the CCG FASTER Fleet Management Information System was vital to accomplishing the mission of implementing a complete maintenance program. The system went live on September 1 st, 2008 and the first billings were sent out the first part of October. 82

85 FINANCE & ADMINISTRATION FLEET SERVICES/CITY SHOP FUND MAJOR ACCOMPLISHMENTS CONTINUED Other important items of note include the implementation of the fuel import function that FASTER provides. This function will track all outside fuel transactions and odometer information that will enable Fleet Services to monitor and schedule preventive maintenance in a timely manner. By adding a Pilot position the fuel accounting function has transferred from the accounting department into fleet services. This not only created capacity within the accounting department, it has already discovered hard dollar savings that have not been credited back to the City from the State of Idaho on diesel fuel tax. PROCESS IMPROVEMENTS The Fleet Services Division is working to analyze all fleet-related business practices throughout the. When opportunities present themselves, we are ready to provide recommendations that will help departments streamline their cost of doing business. One example is the fuel import function and the addition of the new fuel accounting specialist. This position has the potential to save the City of Boise a lot of money by exploring opportunities such as cooperative purchasing of fuel by using the State of Idaho owned fueling locations. Centralization of the fuel accounting within Fleet Services and purchasing from bulk fuel sites will have dramatic impact on the total operational cost of the fleet. Fleet Services has been losing revenue for 15 years doing Taxi Cab inspections. With the help of the City Clerk s office and the Legal Department we will be asking City Council to raise the inspection fees. The current inspection fee is $26 and takes one hour to complete. Fleet Services current shop rate is $68/hr less administrative costs of 10%, which nets out to a $50 loss on every inspection, or a total annual loss of $7,500. Essentially, these losses have been burdened by the internal user departments within the. The new proposed inspection fee will be $75 with a $225 re-inspection fee for failures. The Mobile Equipment shop has the new work station setup for implementing FASTER. Our goal is to have the Mobile Equipment group running live by May 1 st. The Mobile Equipment shop will also be providing basic maintenance and oil changes for other departments with the addition of the new light mechanic pilot position. This will also be a significant cost savings to the departments, not to mention a better utilization of our facilities. TRENDS & ISSUES FACING THE DEPARTMENT The operating budget for Fleet Services has a couple of immediate concerns. The Fleet Services outside labor budget is trending up due to increased outsourcing of work. Previously departments were paying for accident repairs using their own M&O budget. These expenses are now being captured as part of Fleet s outside labor expenditures. The other item of concern is the shortfall of revenue when doing taxi cab inspections and the increase of inspection failures this year which takes away valuable time from our core fleet. The proposed inspection/re-inspection fees should take care of these issues once approved by City Council in early March

86 FINANCE & ADMINISTRATION FLEET SERVICES/CITY SHOP FUND DEPARTMENT FINANCIAL REPORT Approved by: Jef Faw Submitted by: Craig Croner REVENUE ANALYSIS The revenues generated by Fleet Services, Year to Date (YTD), are $729,249. It is difficult to compare this to last year s numbers due to all the changes within the current budget. The projected revenue for Fleet Services is $2,359,900. Fleet Services, appropriately, has centralized accident repair cost within the Fleet. This is adding unbudgeted M&O expense to the outside labor budget, which will be covered by charge-back revenues to the various departments. This also happened last fiscal year, so, Fleet Services will be asking for an Interim Budget Change of $120,000 later this spring to cover the lop-sided expenses in the outside labor budget. PERSONNEL ANALYSIS Personnel costs for the Fleet Services Division are currently being adjusted by adding retained earnings to offset the cost of the two pilot positions. This was approved in the FY 2008 Final Trimester report (Dec 2008). MAINTENANCE & OPERATING (M&O) ANALYSIS The expenses generated by Fleet Services, YTD are $760,925. The projected expenses for Fleet Services are $2,354,926. After a comprehensive look at the outside labor budget, it was discovered that this line item was depleted by a wide range of labor expenses. Examples include accidents, major repair work, tire services and incidental repair work related to accidents. Fleet Services is currently working with Risk Management to develop a solution that will enable us to track accident repair costs in a new line item as opposed to the outside labor budget. EQUIPMENT ANALYSIS Fleet Services will be requesting authorization to use retained earnings to outfit a used service truck purchased from the Public Works Department. This truck will be utilized to implement the new mobile services duties for the light mechanic pilot position. $12,000 will be needed to setup the vehicle with an air compressor, tools and supplies needed to accomplish the mission for the mobile service duties. 84

87 FINANCE & ADMINISTRATION RISK MANAGEMENT FUND DEPARTMENT OPERATIONAL REPORT Approved by: Jef Faw Submitted by: Corey Pence INITIATIVES AND MANAGEMENT DIRECTIVES Risk Management and Safety Services support all management directives by fostering a safe work environment and safe work practices, encouraging compliance with applicable State and Federal safety laws and regulations; providing training in safe workplace practices, rules and regulatory requirements, and many other areas; and providing workers compensation coverage for on-the-job injuries, and insurance coverage for liability exposures and property damage. Objective: Increase the employment pool for individuals with occupational safety and health skills from which the City can utilize in its Risk and Safety programs. Action: Initiate discussions with Universities and develop internship opportunities. We initiated discussions with five universities and colleges in the region in regards to current and/ or potential internship opportunities. Most have expressed interest and provided us their internship program requirements. We have provided those interested with information on our program needs. Action: Recruit for internship candidates. Internship funding was allocated from budget savings within the Risk Management organization. Two separate internship position descriptions have been developed and reviewed by Human Resources. Posting the E-Recruitment position notification will be completed shortly and the recruitment process initiated. SERVICE AND KEY OPERATING UPDATES RISK MANAGEMENT INFORMATION SYSTEM IMPLEMENATION The project to implement an Enterprise (City-wide) Risk Management Information System (RMIS) is progressing on schedule. The vendor selection process has been completed and contract negotiations are now complete. System implementation is expected to commence in March, immediately after the contract is approved. INTERNSHIP PROGRAM We have initiated discussions with five universities and colleges in the region in regards to current and/or potential internship opportunities. Most have expressed interest and provided us their internship program requirements. We have provided those interested with information on our program needs. Internship funding was allocated from FY2009 budget savings within the Risk Management organization. Two separate internship position descriptions have been developed and reviewed by Human Resources. Posting the E-Recruitment position notification will be completed shortly and the recruitment process initiated. MAJOR ACCOMPLISHMENTS Per actuarial study, the workers compensation program achieved the 90% confidence level funding target. This was the funding level target set when the program became self-inured in FY This means the Workers Compensation fund is projected (at current loss history) to have sufficient funds to cover workers compensation losses in 9 out of 10 years. 85

88 FINANCE & ADMINISTRATION RISK MANAGEMENT FUND MAJOR ACCOMPLISHMENTS CONTINUED Both the Risk Management Fund and the Workers Compensation fund are able to provide dividends back to departments in. These dividends are a result of improved loss ratios in the departments and reduced insurance costs. The employee safety orientation/safety refresher course and OSHA General Industry 10 hour course was provided to several departments upon request to enhance employee and supervisor safety knowledge and increase compliance at all levels. PROCESS IMPROVEMENTS Material Safety Data Sheet (MSDS) online compliance service has been implemented and has been integrated into many City departments MSDS tracking and Hazard Communication Compliance Program. User training is continuing as we phase this system into all areas of the City. Implemented workers compensation process improvements identified in a program audit performed by the Internal Audit Department. Received a High Satisfactory grade at audit completion. TRENDS & ISSUES FACING THE DEPARTMENT Trend: Employee safety training and department safety consulting demands are increasing across the City. Issue: Workload for Risk Management & Safety Services staff has dramatically increased as demand has increased for safety training and risk/safety consultation services. Remainder of page left blank. 86

89 FINANCE & ADMINISTRATION RISK MANAGEMENT FUND DEPARTMENT FINANCIAL REPORT Approved by: Jef Faw Submitted by: Corey Pence REVENUE ANALYSIS Because revenues primarily consist of direct and indirect charge backs to the departments, most revenue was received as budgeted by the end of the fiscal year. We are projected to finish the year with $137,534 in budget savings. PERSONNEL ANALYSIS We are currently at full staff. MAINTENANCE & OPERATING (M&O) ANALYSIS Expenses are projected to fall slightly under budget by the end of the fiscal year, due to cost savings in worker s compensation insurance and liability insurance. EQUIPMENT ANALYSIS None reported. OTHER RESERVES/FUND BALANCE/RETAINED EARNINGS ANALYSIS At this point, losses appear to be consistent with the projected expectations. Remainder of page left blank. 87

90 FINANCE & ADMINISTRATION RISK MANAGEMENT FUND DEPARTMENT CAPITAL REPORT Approved by: Jef Faw Submitted by: Corey Pence The project to implement an Enterprise (City-wide) Risk Management Information System (RMIS) is progressing on schedule. The vendor selection process has been completed and contract negotiations are now complete. System implementation is expected to commence in March, immediately after the contract is approved. Remainder of page left blank. 88

91 FIRE DEPARTMENT OPERATIONAL REPORT Approved by: Chief Doan Submitted by: Sandy Records INITIATIVES AND MANAGEMENT DIRECTIVES None reported. SERVICE AND KEY OPERATING UPDATES st TR Stats st Quarter Stats Inspections: Total Assembly Educational 69 Health Care, Detention, Correction 26 Residential 187 Mercantile, Business 317 Industrial, Utility, Defense, Agriculture, Mining - 5 Manufacturing, Processing 8 Storage 9 Outside or Special Property - 28 Other - 54 Investigations: Total - 23 Open - 0 Accidental - 11 Incendiary - 6 Undetermined - 6 Plan Reviews 125 Public Education: Total Community Events - 14 Juvenile Firesetters - 1 Media Events - 0 Other - 73 Public Education Classes - 16 Station Tours - 10 Safe House - 14 Public Records Request - 91 Incidents: Total Fire Medical Other (False Alarms, Public Service, etc.): 1534 Inspections: Total Assembly Educational 62 Health Care, Detention, Correction 10 Residential 93 Mercantile, Business 324 Industrial, Utility, Defense, Agriculture, Mining - 5 Manufacturing, Processing 13 Storage 41 Outside or Special Property - 0 Other - 38 Investigations: Total - 31 Open - 1 Accidental - 14 Incendiary - 7 Undetermined - 9 Plan Reviews 193 Public Education: Total - 17 Community Events - 0 Juvenile Firesetters - 0 Media Events - 1 Other - 5 Public Education Classes - 8 Station Tours - 3 Safe House - 0 Public Records Request - 74 Incidents: Total Fire Medical Other (False Alarms, Public Service, etc.):

92 FIRE SERVICE AND KEY OPERATING UPDATES CONTINUED Concerns of major apparatus repair needs were listed in the FY 2008 end of year report. The Water Tender and four fire engines have received major repairs and upgrades to their sub-frames and drive line configurations. The manufacturer agreed that all repairs were under warranty and as a result there were no charges to the City for the repairs. The majority of the front-line apparatus now have the Available Vehicle Locator (AVL) mapping software installed on their Mobile Data Terminals (MDT). This program allows the apparatus to see where they are, where other resources are, parcel outlines, hydrants, and the most direct route to incidents, hospitals, and other public safety locations. This system also allows dispatch to determine what the closest available resources are to a particular incident. There are still some bugs to be worked out and a few vehicles that need to have the software installed. MAJOR ACCOMPLISHMENTS Haz Mat personnel participated in a Statewide Regional Response Team Standard Operating Procedure committee and the Boise Fire Department's Regional Response Team 4 has now adopted those finished Statewide Standard Operating Procedure's as its own. Fire and PDS are in the development process of a comprehensive plan to identify occluded and fringe areas of the City that pose a threat from wildfire. Along with this plan, Fire is also working collaboratively with PDS to upgrade building code requirements that reflect firewise type construction. PROCESS IMPROVEMENTS Fire established Specialty Team Coordinators (Purchasing, Logistics and Training), as well as, a Battalion Chief Liaison for each team. By establishing Specialty Team Coordinators and Battalion Chief Liaisons; responsibility, accountability and ownership are enhanced and supported. In support of Specialized Teams, there is a significant amount of knowledge and process that, when known and applied, allow more appropriate team-based decisions to be made. By sending the decision-making and accountability process to the recipient level, greater care is taken when making decision of purchasing, training and maintenance. The result is a higher value received for time and money spent. Currently, all departments act independently to arrange the purchase of goods and services. Fire staff is working with Purchasing to identify citywide R&M needs that can be consolidated into single Request for Proposals or Request for Bids rather than separate bids being created from each department. By having citywide bids on these projects, the bid process should go faster, less staff time is utilized to create the bid and the price should be lower than individual department bids. Fire has agreed to be project manager on some of the Request for Proposals. The migration of the department s internal website has begun and all of the information is being moved to the Inside page where it can be maintained using the City standard software tools. This will better align Fire with the other departments in the City. 90

93 FIRE PROCESS IMPROVEMENTS CONTINUED Several items that have been traditionally printed and/or mailed to all locations are now being posted on the internal department site. This change has decreased both the amount of materials required and the hours needed to distribute the information. TRENDS & ISSUES FACING THE DEPARTMENT Fire's Tech Rescue Team has matured into the Idaho Collapse Search and Rescue Region 2 Team. Legislation is being proposed that would mirror the Haz Mat Regional Response Team as far as deployment and cost recovery. New requirements for the care, maintenance and replacement of firefighting clothing will create cost issues as the life spans of the expensive clothing are shortened. Placing firefighters into high life safety environments requires that corners not be cut when this clothing is purchased. The need for technology based solutions is becoming more and more necessary all the time. As the need for IT systems and services become more widely used, the cost for these also increases. The department will likely see a steady increase in the spending for IT related services and equipment. Remainder of page left blank. 91

94 FIRE DEPARTMENT FINANCIAL REPORT REVENUE ANALYSIS Revenues are coming in lower than in FY 2008, however, the impact fee revenue is higher than projected during this period. Plan Check revenue is one of Fire s larger generating revenues, and is slightly lower then last year. Fire will be watching this account over the next few months as we move through the economic downturn. Fire received a grant for $1,985; through the Idaho Fire Chiefs Firefighter License Plate fund. FY 2008 Airport Protection 425, ,342 Fire Protection (VA) 19, Whitney Contract 838, ,715 Plan Checks 115,759 81,487 Impact Fees ,866 PERSONNEL ANALYSIS The personnel budget is at 34.16% for this TR1 period. Budget changes need to be completed for the Grocery Bonus, Executive Vacation sell down, and PEHP for general employees. The Union PEHP came in over budget by $24,000. Fire currently has one vacancy; the Fire Marshal retired December Fire will be holding this position open to help cover the cost containment strategy for. MAINTENANCE & OPERATING (M&O) ANALYSIS The Fire revised M&O budget for is $2,974,776; during this TR1 period Fire has spent $954,895. Major purchase orders (PO s) taken out this period were emergency hydrant repairs, medical and paramedic supplies, motor fuels, laundry, uniform clothing, turnouts, and professional services (for annual physical for special teams). Fire does not see any major issues with the M&O; however, will continue to watch motor fuels and utilities. EQUIPMENT ANALYSIS During TR1, PO s were issued for four Fire Engines, Defibrillators, Cardiac Monitors and Thermal Imaging Cameras. Fire has held back purchasing other equipment until the cost containment issue is resolved. During the next TR reporting period, Fire will continue to purchase budgeted equipment for. 92

95 FIRE DEPARTMENT CAPITAL REPORT Station 13: Fire is currently looking for land to locate Station 13. Opticom: Signals and parts will be ordered in April Hydrant Installation: United Water is currently installing hydrants; 22 hydrants were installed and 2 replaced. Major R/M: Stations 1 and 8 have had roofs replaced; Station 7 interior and rig room have been painted. Harris Ranch Station: (Station 15) ZGA is working on design of the station. Hydrant Replace: Currently out to bid for Hydrant Replacement. Relocate Stores Warehouse: PO for construction has been issued and project is underway. Move in date will be May TeleStaff Software: PO has been issued. Project will start in March Remainder of page left blank. 93

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97 HUMAN RESOURCES DEPARTMENT OPERATIONAL REPORT Approved by: Shawn Miller Submitted by: Lynn Shrum INITIATIVES AND MANAGEMENT DIRECTIVES The Human Resources Department has six initiatives that we are working on this fiscal year. The following lists these initiatives and the progress made during this triannual period: Develop a comprehensive strategy regarding a pay for performance system. This project is on target. During this triannual period the online Goal Achievement and Competency Review (GACR) product was implemented. Training was provided to supervisors on how to access, use, and train their employees on the City s new performance management system. Develop a comprehensive employee health care plan. This project is on target. During this triannual period the team facilitator stepped down and a new Integrated Health Project (IHP) team facilitator was chosen. Twelve presentations were conducted October to November 2008 to introduce the project to employees. The Segal consultant met with the members of the IHP team in January to discuss the timeline for communications to employees regarding the project. Communications are expected to roll-out early in Develop a process to improve and facilitate contract negotiations. There is nothing to report in this area at this time. Improve workforce planning. This project is on target. During this triannual period we created a workforce planning binder that includes each department s workforce planning needs, identifies which staff member from Human Resources will be responsible for those needs, and suggests solutions to workforce planning issues. This was presented to the Executive Management Team (EMT). EMT is receiving ongoing updates to assist with current staffing needs. Consolidate Human Resources Services. This project is on target as many of the new hiring regulations were published. Additionally, Human Resources continues fine tuning the competitive hiring process and Temporary, Standby- or Paid Interns, or Independent Contractors regulation and simultaneously developed an Onboarding hiring process in anticipation of the temporary employment recruitments which begin in early spring. Created a Supervisor s Toolbox with step-by-step instruction for recruiting and hiring employees as well reference materials and forms to assist with the new On-Boarding process. Develop and implement focused and effective training programs. This project is on target. During this last triannual period, training material was created to support the City s performance management program. Thirteen (13) training sessions were held for city supervisors and managers for Goal Achievement and Competency Training (GACR) for December 2008 implementation. Development of three additional Performance Management training modules is underway. The next module will assist managers and supervisors with better understanding and developing employee competencies for their individual assignments. Following modules will focus on delivering performance feedback to employees with the final topic being "Understanding and Implementing the Performance Pay component". Work continues in 95

98 HUMAN RESOURCES INITIATIVES AND MANAGEMENT DIRECTIVES CONTINUED conjunction with the job description migration project to identify individual training needs based upon the job description for specific positions. Training related to HR compliance courses and policies is ongoing as planned. SERVICE AND KEY OPERATING UPDATES Recruitments: During this reporting period there were 26 requisitions closed with 1,295 applications received. This compares to 55 requisitions with 2,167 applications for previous reporting period. The decrease in number of requisitions is primarily due to the decrease in job openings citywide (not including clerical, custodial, temporary, or library page positions). There were 239,721 visits to the HR website. Ratio of City employees to HR staff: 1:160 compared to last reporting period which was 1:147. The ratio changed primarily due to the number of HR staff decreasing by one. HR assisted issues: HR assisted with 43 various issues this reporting period compared to 30 issues last reporting period. MAJOR ACCOMPLISHMENTS See Initiatives and Management Directives. PROCESS IMPROVEMENTS See Initiatives and Management Directives. TRENDS & ISSUES FACING THE DEPARTMENT See Initiatives and Management Directives. Remainder of page left blank. 96

99 HUMAN RESOURCES DEPARTMENT FINANCIAL REPORT REVENUE ANALYSIS HR s current revenue budget is $428,294 and to date 32% has been realized. Reimbursement revenue from several sources is not realized until the last quarter of every fiscal year. PERSONNEL ANALYSIS The HR personnel budget stands at $943,564 with 33% having been expended in the first triannual period. Human Resources has reorganized after losing another employee, this time to retirement, to create the appropriate support staff needed for current and future HR functions so we expect to use our entire salary, and to date all temp wages have been expended. MAINTENANCE & OPERATING (M&O) ANALYSIS HR has expended $172,096 of the $652,267 M&O budget. It appears that much of the $56,200 budgeted for migration to job descriptions may not be expended before year end due to economic conditions and a change in priorities by departments. There are several special projects that Segal, our benefit consultants, will be completing in the next couple of months, which will use a large part of the professional services budget. There are also a couple of large expenses which don t happen until the last quarter so at this point it appears HR may have a small amount of M&O savings. EQUIPMENT ANALYSIS The equipment budget of $5,675 is entirely for computer replacement. The request for replacement was placed in October 2008 with our IT Liaison and we expect it to be expended by year end. Remainder of page left blank. 97

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101 INFORMATION TECHNOLOGY DEPARTMENT OPERATIONAL REPORT Approved by: Garry Beaty Submitted by: Lori Hopkins INITIATIVES AND MANAGEMENT DIRECTIVES City Hall West continues to consume many labor hours as IT gets ready to make the move for Fire, Police and the IT Customer Service Center (CSC). PeopleSoft is now considered to be in retirement. Efforts to re-engineer processes and set the stage to find a replacement for the Enterprise Resource Planning System are now in full swing. SERVICE AND KEY OPERATING UPDATES Strategic Planning, Business Planning, Budgeting and GACR s dominate IT s thinking during this spiraling economy. IT continues with the priorities as set by IT s planning efforts. MAJOR ACCOMPLISHMENTS Collaborated with Ada County to reprogram 1100 radios for nearly all Police and Fire jurisdictions within Ada County. The reprogramming effort was needed to standardize the radio channels county-wide. Prior to this, nearly every department and discipline had different configurations, significantly restricting communications among those departments and disciplines. (Garden City Police, Ada County EMS, and a few minor differences between Boise Fire and Police will be resolved in the next phase of programming for Fire agencies.) Created an improved process to manage Fire Truck Book GIS data updates and printing processes. This will reduce time to get information to the field and increase the accuracy and completeness of the information. This will also put control back into the hands. Deployed the Airport Wireless conversion project. IT now supports the free public WiFi at the Boise Airport. This saved the Airport approximately $30,000 per year in expenses. PROCESS IMPROVEMENTS Application Services Division: Completed new Strategic Planning Website; Completed Downtown Boise Association billing system and fully deployed to a hosted solution that replaced an old system that was creating reconciliation issues for other departments using the same system. GIS Division: Improved the Fire Truck Book management with GIS processes and error reporting in Service Now. Infrastructure Division: Started using the multi-layered networks to prevent the spread of viruses on computers. 99

102 INFORMATION TECHNOLOGY TRENDS & ISSUES FACING THE DEPARTMENT There is a trend toward Citywide Enterprise application and data integration with some emphasis on spatial data (GIS) integration. This trend has the potential to place like data in one place for real-time access by city departments. GIS potentially allows Business Rules to be applied based on geographic location(s). An example of this type of integration might be when starting a new trash service in Utility Billing (UB) the system might actually drill into GIS to determine if the property is in the City Limits. At the same time the UB system might look into the City Clerks database and see that there are unpaid parking tickets. This type of integration can result is a complete view citywide. Remainder of page left blank. 100

103 INFORMATION TECHNOLOGY DEPARTMENT FINANCIAL REPORT REVENUE ANALYSIS The IT Department has received 31.73% of it revenue budget for. The cost containment plan included not filling the IT Trainer position. This will keep IT from collecting $7,500 in revenue for Org This revenue is collected by charging departments and outside agencies for the training that IT provides. IT will not be conducting any classes without a trainer. IT will be able to cover this shortfall in PERSONNEL ANALYSIS The IT Department will not be filling the IT Trainer Position in Org 1712 for ; the Programmer Analyst position in Org 1714 for or the Project Coordinator open position in Org 1717 for in accordance with the cost containment plan for. MAINTENANCE & OPERATING (M&O) ANALYSIS The IT Department s M&O expenses are slightly higher for this beginning period of but on track for spending for the year expending a total of 39.19% during this 1 st Trimester. Because of the move into City Hall West, IT has some expenses that were not planned nor are they covered in the City Hall West Project budget. IT is looking at re-allocating some of its M&O within department funds to cover the costs of the Customer Service Center (IT Help Desk) set-up. There was also $55,000 expended in the Infrastructure System Maintenance funds for City Hall West. This could be problematic if unexpected software warranties come up in EQUIPMENT ANALYSIS Equipment budget shows a total of 24.18% being expensed for the 1 st Trimester (TR1) of FY IT will be replacing the PCs in the City Hall Classroom in July-Aug time frame. There could be possible savings from virtualizing a server last year which was due to be replaced this year. Savings would be used to help with any possible City Hall West Project or Infrastructure Division shortfalls. 101

104 INFORMATION TECHNOLOGY DEPARTMENT CAPITAL REPORT egov/crm Strategic Plan Delayed 2 months due to ERP re-engineering project and budget development. PeopleSoft Improvement - Working on the Benefit Administration project with 25% complete. Data Center Consolidation Phase III Waiting on property sales for funding of this project. Will re-submit for FY 2010 Capital reconsideration, should this not get funded in. Remainder of page left blank. 102

105 INTERGOVERNMENTAL BOISE ART MUSEUM DEPARTMENT OPERATIONAL REPORT SERVICE AND KEY OPERATING UPDATES Submitted by: Donna McNearney Boise Art Museum continues to be a major cultural attraction in the City and a cornerstone institution in the Downtown Boise cultural district. Boise Art Museum helps generate and encourage economic activity in the Downtown cultural district throughout the year and during this trimester through the following events, programs and activities: Exhibitions Lead Pencil Studio ANNIE HAN + DANIEL MIHALYO: After November 8, 2008 May 3, 2009 Annie Han and Daniel Mihalyo are the principals of Lead Pencil Studio, a Seattle architectural firm and 2007 recipient of the Prix de Rome in architecture. As trained architects working in the area of site-specific installation, the artists are exploring in a unique way the familiar topics of the production of space and sustainability. Sponsored by the Paul G. Allen Family Foundation. Additional support by Kay Hardy & Gregory Kaslo, Sally & Robert Richards, and the Friends of Lead Pencil Studio, with After, 2008, Lead Pencil Studio, Annie Han + Daniel Mihalyo in-kind support from Driek & Michael Zirinsky, Meredith & Doug Carnahan, Brasfield & Gorrie Construction, Parkside Medical Center, and Fred Tester. JUN KANEKO November 29, 2008 February 8, 2009 Internationally renowned ceramicist Jun Kaneko is best known for creating impressive slab-built forms which rise as much as 11 feet high and weigh 1,000 pounds or more. Kaneko is one of the few artists in modern history to attempt clay pieces of such magnitude. Organized by Jun Kaneko Studio, Omaha, Nebraska. Tour Development by Smith Kramer Fine Art Services, Kansas City, Missouri. Sponsored locally by Holland & Hart, LLP, and OfficeMax Boise Community Fund. Additional support provided by Sylvan Creek Foundation, Skip & Esther Oppenheimer, and individual object sponsors Paul & Margie Baehr, Lee & Nancy Bondurant, Christopher & Sharon Davidson, Bill & Carol Deasy, Kay Hardy & Gregory Kaslo, Jack & Pam Lemley, and Jeri Waxenberg. AN-MY LÊ: Small Wars November 29, 2008 March 1, 2009 Artist An-My Lê s photographs depict men who reenact battles from the Vietnam War in the forests of Virginia, as well as activities at a military base in the California desert where U.S. soldiers train before being deployed to Iraq or Afghanistan. 103

106 INTERGOVENMENTAL BOISE ART MUSEUM SERVICE AND KEY OPERATING UPDATES CONTINUED SUSAN VALIQUETTE Let Me Be Brave: Portraits of Courage December 6, 2008 March 1, 2009 The first solo museum exhibition by Idaho photographer Susan Valiquette, Portraits of Courage features 27 black and white portraits of Idaho Special Olympic athletes of all ages and abilities. The exhibition is held in conjunction with the February 2009 World Winter Special Olympics Games held in Boise, Idaho. Sponsored by URS Washington Division Education BAM is a major participant in First Thursday, and provides free admission to the Museum for all citizens of Boise and surrounding communities. A key feature of First Thursday at BAM is the monthly Art Talk program. We featured the following informal in-gallery discussions by visiting artists and art specialists. October 2, 2008 November 6, 2008 December 4, 2008 Amy Pence-Brown, BAM s Associate Curator of Art, discussed the artwork in the exhibition Upstream: Fly Fishing in the American West by photographer Charles Lindsay. Artist/architects Annie Han and Daniel Mihalyo of Lead Pencil Studio were present for a discussion about their installation After. Daniel A. Siedell, Ph.D., Assistant Professor of Modern and Contemporary Art History, Theory and Criticism, University of Nebraska at Omaha, discussed the Jun Kaneko ceramics on display at BAM. A four-session clay sculpture class for adults was held on Thursday evenings, January 8-29, 2009, and was taught by Boise ceramic artist Susan Rooke. BAM served 6,646 students and teachers through its Free School Tour Program as well as 1,581 students and teachers in their rural classrooms through its ArtReach Program. Both programs are currently grant funded making it possible for BAM to provide this important community and educational service especially in light of the fact that art specialists are not funded through the state of Idaho for most Idaho schools. Collections BAM Loans Idaho Art to One of Nation s Largest Museums As steward of the largest museum held collection of Idaho artist James Castle s artwork, Boise Art Museum loaned 11 works to the Philadelphia Museum of Art for a major retrospective of Castle s art. The exhibition also traveled to the Chicago Art Institute. James Castle, self-trained as an artist, was deaf from birth and never acquired the ability to speak. His first museum exhibition was presented at BAM in the 1960s, and today Castle is one of America s best known artists in the Outsider genre. A new documentary film features several of his artworks from Boise Art Museum s collection and commentary by BAM s Curator of Art, Sandy Harthorn. The documentary will be shown to BAM audiences this spring in conjunction with our next James Castle art exhibition, opening May 9,

107 INTERGOVERNMENTAL BOISE ART MUSEUM SERVICE AND KEY OPERATING UPDATES CONTINUED BAM to Receive Major Gift of Art Boise Art Museum has been selected to receive a gift of 50 works of art through a national gifts program entitled The Dorothy and Herbert Vogel Collection: Fifty Works for Fifty States. The program will distribute 2,500 works from the Vogels art collection, with 50 works going to a selected art institution in each of the 50 states. Artists whose work is being donated to BAM include Mark Kostabi, Roy Lichtenstein, Pat Stier, and Richard Tuttle. We look forward to receiving this important gift of art works and preparing them for exhibition to the public within the next five years, as stipulated by the conditions of the gift. This bountiful gift to the nation s museums was facilitated by the National Gallery of Art, the National Endowment for the Arts, and the Institute of Museum and Library Services. Painting Finds Permanent Home at BAM The purchase for the Museum s permanent collection of the Roger Shimomura painting AMERICAN INFAMY #2 is now complete. This was facilitated by private donations, both large and small, given over the course of several months. This important artwork recalls the artist s internment with his family in Idaho s Camp Minidoka during World War II. It joins other works of art in the Museum s collection that exemplify of the power of art to inspire meaningful conversations about social and cultural issues. MAJOR ACCOMPLISHMENTS GRANTS RECEIVED October 2008 January 2009 DONOR/SPONSOR PROGRAM / EXHIBITION AMOUNT GRANTED Anonymous Donor Higher Ground (juried high school exhibition) $2,000 Office Max Boise Community Fund Jun Kaneko exhibition $10,000 Whittenberger Foundation ArtReach (outreach program to rural schools) $2,500 Lutheran Good Samaritan Society Teen Night $300 Idaho Power Especially for Seniors $2,500 Givens Pursley, LLP Ansel Adams exhibition $2,500 ANNUAL APPEAL BAM s annual fundraising appeal reached the budgeted goal of $15,

108 INTERGOVERNMENTAL BOISE ART MUSEUM PROCESS IMPROVEMENTS BAM continues to make a concerted effort to further improve our processes and economize our operations, with an emphasis on the quality of visitor and member services. Some noteworthy efforts include: Invested in a new membership program that allows us to communicate better with our members, providing more visual appeal and the ability to feature more links. These s include news to BAM activities as well as cultural events. Hosted the Black and White Bash exhibition opening party on January 7, 2009 (free to members, all others $10.) This event gave Museum members and the public a fun chance to gather after the holidays and view our newest exhibitions by artists An-My Lê, Jun Kaneko, Han and Mihalyo, and Susan Valiquette. Co-hosted, with the Idaho Black History Museum, private and public events for the unveiling of a new print by artist Faith Ringgold of the Idaho Black History Museum. Proceeds from the sale of the print benefit the Idaho Black History Museum. Operational cost savings have been accomplished by consolidating our telephone, data and long distance services to one company, with a significant savings being realized. TRENDS & ISSUES FACING THE DEPARTMENT The alarming downturn in the economy that began in September of 2008 and continues to this day has affected Boise Art Museum both in terms of the ability to raise contributions and in terms of the number of paying visitors. This current economic slowdown has presented numerous challenges to the Museum. While sources of revenues, both contributed and earned have taken a sharp downturn, our costs of operating continue to remain high. Utility rates have increased for both electricity and natural gas. The costs of maintaining the building have not decreased. Boise Art Museum is facing the prospect of finishing the fiscal year with a deficit, in spite of the concerted effort to curtail spending and conserve building energy use and maintenance. The support that the provides the Boise Art Museum is vital, especially at this time. 106

109 INTERGOVERNMENTAL IDAHO HUMANE SOCIETY OPERATIONAL REPORT Submitted by: Jeff Rosenthal SERVICE AND KEY OPERATING UPDATES Total animals handled by the I.H.S. for the period October 2008 January 2009 totaled 4,930, while the prior period totaled 5,196. The reduction in animals handled may be attributed to our vigorous efforts to spay or neuter every animal before adoption, as well as making low cost spay and neuter surgeries available to pets of families who otherwise wouldn t be able to afford them. Adoptions for the period October 2008 January 2009 totaled 2,545, while last period totaled 2,234. We attribute the increase in adoption numbers to increased advertising and promotion of special adopt-a-thon events. Spay and neuter surgeries for the reporting period totaled 3,096, while the prior period was 2,862. The improvement in numbers of surgeries performed is attributed to the addition of the SPOT clinic, a low cost spay and neuter clinic for low income families, which operates on Wednesdays during normal business hours at our Veterinary Medical Hospital. I.H.S. continues to also operate a bi-weekly, after hours low cost spay/neuter clinic in conjunction with the Idaho Humane Society Auxiliary. MAJOR ACCOMPLISHMENTS Pet Food Pantry In December, I.H.S., in partnership with Meals on Wheels and the Idaho Foodbank, launched the Pet Food Pantry, a free program that distributes pet food for the pets of families in need. The program began after I.H.S. began seeing more families dropping their pets off because they could no longer afford to feed them. Some families were even going without food in order to feed their pets. Public support for the program has been overwhelmingly successful, with 16,055 pounds of dog food and 11,799 pounds of cat food donated. Since December, this program has given pet food to 394 families in the community. In October, I.H.S. offered a special free to good home cat adoption event lasting for 2 weeks. This event was in response to an especially high influx of owner donated and stray cats. Public response was remarkably positive and all adoptable cats were placed in homes. I.H.S. received generous donations to help offset the waived adoption fee income that covers the care, vaccines, spay or neuter and microchip each cat receives before adoption. October s See Spot Walk event in Julia Davis Park raised $104,000 for I.H.S. Thousands of people and their dogs attended the event, which includes a dog walk through downtown Boise, vendor booths and dog contests. The annual event is a great opportunity for dog lovers to celebrate their dogs, mingle with other dogs and their people, all while supporting I.H.S. 107

110 INTERGOVERNMENTAL IDAHO HUMANE SOCIETY PROCESS IMPROVEMENTS The I.H.S. Veterinary Medical Hospital has an additional exam room after a miniature renovation to an existing room that was underused. The remodel adds valuable space for our busy vet staff to operate even more efficiently and effectively. The I.H.S. green team has taken our recycling efforts to a new level by setting up easy to use recycling stations for plastic, glass, paper, cardboard and aluminum. Additionally, we are able to earn money from the aluminum and cardboard we collect and are inviting the public to bring aluminum cans to our front parking lot collection bin. We are thrilled to be making our footprint smaller, while earning money for I.H.S. Over the past several months, our volunteer program has expanded and is actively recruiting more volunteers to supplement staff time. Even more dogs and cats are being handled and socialized to help make them more adoptable. Volunteers are also helping in other behind-thescene capacities such as administration and animal login. We also have a new software system that will allow better tracking of volunteer hours. Volunteer time is invaluable to helping provide quality care to the animals that come through our doors each day. TRENDS & ISSUES FACING THE DEPARTMENT Economists project little to no growth in the economy in the next few years. Although the 2008/2009 fiscal year has started out fairly strong at I.H.S., we are continuing to develop economizing strategies in response to the national economic situation. October s See Spot Walk event. 108

111 INTERGOVERNMENTAL IDAHO HUMANE SOCIETY FINANCIAL REPORT Income was under budget for the reporting period due to the slightly slower inflow of contributions and slowed dog adoptions. However, our annual See Spot Walk event was extremely successful given both the rain that day, and the economic downturn. The event netted over $70,000 for I.H.S. operations. Overall operating expenses are higher than budgeted for the reporting period. Overall payroll expenses are slightly over budget due to increase veterinary staffing in the Veterinary Medical Hospital. Repair and maintenance and vehicle expenses are in line with the budget. Utility expenses remain high due to increased rates and use during the winter season. Remainder of page left blank. 109

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113 INTERGOVERNMENTAL SENIOR SOLUTIONS OPERATIONAL REPORT Submitted by: Brenda Baranco SERVICE AND KEY OPERATING UPDATES At the Boise Senior Activities Center, seniors participate in activities and services that include noon meals, health education and screenings; computer, exercise, dance and art classes; billiards, financial and legal counsel, and card games. Seniors have the option of being transported to and from the center in Senior Solutions vehicles. Through the Boise City Scrip Program, individuals with permanent disabilities are offered the opportunity to purchase discounted taxi rides. Senior Solutions is currently meeting or exceeding its plan with the city. Compared to TR3 2008, numbers remained about the same. However, there was an increase in the number of people eating meals at the center, but the total number of people participating in all activities at the center was down some. This can be attributed to winter weather. MAJOR ACCOMPLISHMENTS The annual Health Fair at the senior center in October was well attended. More than 300 people received flu shots. There were more vendors and attendees at November s Holiday Bazaar than in years past. The attendance at October s and December s senior dances was impressive. The Traveling Gems took in An Old Fashion Christmas at the Knock-em-Dead Theatre in December. Capital City Kiwanis Club treated 125 seniors to lunch at Chuck-A-Rama in January. Exercise classes continue to be popular and are growing in size. The number of new people visiting the center continues to increase. Timberline High School s Leadership Class interacts with seniors at the center on a regular basis. In January, the students and seniors played Family Feud, which was enjoyed by all of the participants. PROCESS IMPROVEMENTS No process improvements were made. TRENDS & ISSUES FACING THE DEPARTMENT Boise can be proud of its senior center. New people are always welcome and we continually strive to develop fresh programs and activities. Holiday Bazaar 111

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115 INTERGOVERNMENTAL TREASURE VALLEY COMMUNITY TELEVISION OPERATIONAL REPORT Submitted by: Terry Christenot-Means SERVICE AND KEY OPERATING UPDATES Senator Elliot Werk plans on shooting show with all the valley s mayors this semester, with the help of BSU students, who have a studio production and community outreach class, which meets three times a week at TVCTV. They crew shows for non-profits, community producers and senator Werk. This will also give the valley s mayors a chance to see our facilities and us the opportunity to talk to them about airing their council meetings on channel 98. Bingo is continuing to be a wonderful source of operating income for the station. During the last four month the Bingo Hall has generated over $20,000 in operating income for the station. Orientation and training classes have seen an increase in attended by community members, wanting to become producers. This is not only a source of income for us, but also lets us know that are marketing efforts are being seen in the valley and that public access, utilized and appreciated by the community. MAJOR ACCOMPLISHMENTS TVCTV is currently streaming channel 11 LIVE on our website: This has been a goal for the Staff and board for over two years. Before customers were restricted to Cableone subscribers only. Now Boise s only public Access is available to anyone in the world with high speed internet. Or next goal will be to stream channel 98 too. On January 16th TVCTV celebrated eight years on the air. Channel 11 went live from 7-9 with music, psychics, potluck and board members Tony Allen and Isaac Grambo hosting the show, thanking volunteers and asking for donations to help operate the station. We are urging our supporter and producer to write letters to their legislator, encouraging them to not pass bill S1100, without major revision. This bill is a threat, not only to our capitol funding, but out very existence. PROCESS IMPROVEMENTS We have trained a new volunteer to help with daily programming duties. This free Jody to work on other critical areas of operations. As the station ages, some major purchases must be made to up keep the building. Last month our heating unit gasped its last breath and we had to replace it to the tune of $2000. The old unit was 23 years old and hopefully the new unit will lower our heating costs. Due to missing equipment, new equipment reservation and checkout sheets have been developed to keep better track of where equipment is. Also the equipment room door key has been replaced to tighten control on who has access to it. 113

116 INTERGOVERNMENTAL TREASURE VALLEY COMMUNITY TELEVISION TRENDS & ISSUES FACING THE DEPARTMENT As the FCC and the Cable Company try to squeeze out of the city franchise agreement, TVCTV feels the pressure from loss of the pass through money from cable subscribers, which pays the stations mortgage and purchases new equipment for producers. The board and staff are working on developing new sources of income to help offset the inevitable loss of this money. TVCTV and the other two non-profits running the Bingo Hall are meeting with the State lotto commission next week to discuss more ways to cut back on our administration cost of the Hall, which must be 15% of our gross income. Cutting back operating cost and increasing attendance through marketing is the best options to retain this wonderful source of income for the station. Boise City Police Department is planning to start a monthly talk show on channel 98. We have meet with Lynn Hightower, last month and the Dept. plan on starting in March Remainder of page left blank. 114

117 INTERGOVERNMENTAL VALLEYRIDE OPERATIONAL REPORT Submitted by: Bobby Schneider SERVICE AND KEY OPERATING UPDATES Fixed Route Ridership: As described in the final report of FY2008, ValleyRide has experienced record ridership for the system, closing out FY2008 with a 13% ridership increase over FY 2007, helped in part by the combined impact of both high summer fuel prices and the implementation of bus stops on all ValleyRide routes. When fuel prices declined in October and November, the national trend was to see ridership return to approximately 4%--just above the prior national average. Despite this expectation, Boise services are continuously growing, primarily due to the continued increased attention to safety, reliability, friendliness, cleanliness/comfortability and costeffectiveness. October ridership reached 116,509 passengers, a 24% increase over FY November ridership reached 95,650 passengers, a 23% increase over FY December ridership reached 98,461 passengers, a 33% increase over FY January ridership reached 101,761 passengers, a 24% increase over FY For the four-month period, ridership improved by 84,203 passengers or 25% the equivalent of a an extra month of service for nearly the same dollar cost over the previous fiscal year. Of particular interest is the ridership increase on the Fairview Route, which has increased by 50% over FY2008 and the #5 Emerald Route (39% increase) despite no service changes. This is a critical service area and key opportunity for increased frequencies in the coming years. The Overland Route, in which ValleyRide implemented its Flex service in order to respond to both customer demand and an arbitration decision, has seen a 50% increase over FY2008. Lower productivity routes such as the Warm Springs Route saw a slight decrease (2%) while the Hyde Park Route increased by only 3%. With this increase in ridership, it has become even more critical that ValleyRide focus its attention to the service quality, as we work to improve operational efficiency in the current economy. This includes much greater attention to on-time performance, bus operator (driver) professionalism, appearance of vehicles and facilities and the friendliness of our employees toward our valued customers. ValleyRide is emphasizing increased road supervision presence to follow-up with customer complaints and increase our contact with customers to make them aware of our efforts to correct problems and implement good suggestions. Acting Director of Maintenance: The absence of the ValleyRide Director of Maintenance created a critical gap in the ValleyRide Management team. To ensure Maintenance remained a top priority, VRT obtained the services of Halsey King of Halsey King and Associates, a national firm that provides on-demand management assistance, technical guidance and training. Mr. King was able to provide inspection of the newly arrived vehicles to ensure the vehicle met federal motor vehicle safety standards (FMVSS); provide a review of vehicle quality; identify performance problems of the departments; complete a formal review of ValleyRide s preventive maintenance 115

118 INTERGOVERNMENTAL VALLEYRIDE SERVICE AND KEY OPERATING UPDATES program and provide staffing and training recommendations for staff and mechanics. During his residence, ValleyRide was able to save approximately $13,000 in parts and costs by avoiding fuel system retrofits; saved $5,000 by identifying factory recall items that ValleyRide had not been aware of; introduced us to the Ford Fleet program that provides free technical troubleshooting assistance for Ford vehicles, including the existing Access fleet that has been in operation since Additionally, the fueler/cleaner group was restructured to provide improved facility and bus cleaning; unusable equipment that was past its useful life or damaged beyond repair was salvaged and scrapped and the Maintenance area received a general clean-up to improve mechanic safety and accessibility to the fleet. Subcontracting Arbitration Update: From previous report: Following the outcome of a subcontracting grievance and arbitration, the Union, ATU Local #398 filed a lawsuit against VRT, as they disputed the VRT implementation of route and payment regarding the subcontracting award. The litigation outcome supported the VRT position, did not restore the work to the bargaining unit and followed VRT s formula for payment. In January 2009, after the period to appeal the decision had expired and upon legal counsel review, VRT notified the ATU that the subcontracting had ended effective October 10, In mid-february 2009 (immediately prior to the writing of this report), the ATU filed an additional request for summary judgment which is asking the judge to review his decision from September After already receiving more than $50,000, the union continued to sue VRT and therefore the founding source for payment that a judge has already once denied. MAJOR ACCOMPLISHMENTS Vehicle Acquisition: Between October and December 2008, ValleyRide Boise took delivery of seven new vehicles, five (5) for fixed line service and two (2) for Access services. These new vehicles are cutaway, shuttle style vans used nationwide on lower-ridership routes. With these new buses, ValleyRide will be auctioning five (5) existing vehicles and transitioning one vehicle to a designated training bus for new driver training and for refresher training of existing operators. This will have a number of impacts: reduced cost per mile, as the vehicles are smaller and more fuel efficient; reduced part cost (smaller buses have less expensive parts); reduced down-time, as the parts are more readily available from local Ford suppliers as opposed to national parts suppliers located nationally. Operator Refresher Training: With the arrival of these new vehicles, ValleyRide had all operators participate in a one-hour refresher driving class on these new vehicles and similar-sized equipment. This was designed to ensure operators were aware of the various features of the equipment and promote safety awareness. Boise Transit Planning Team: Beginning in October, VRT s Executive Director Kelli Fairless formed a transit planning team consisting of VRT staff, staff and COMPASS to examine Boise s services and salient issues. Meeting since October on a bi-weekly basis, emphasis has been on developing a now-and-future set of performance measures, strategic goals and objectives while engaging a review of service quality and service types existing in the City of Boise. This also included a review and recommendation regarding the nature of management services contracts and the formation of a subsidiary employment group. The output of the initial 116

119 INTERGOVERNMENTAL VALLEYRIDE MAJOR ACCOMPLISHMENTS CONTINUED work product was presented at a January 27, 2009 City Council work session that allowed for feedback and guidance for the work group in the coming months. A subset of VRT staff and City staff has since begun meeting to review the ValleyRide system to examine service impacts of an increased budget, no increase and a decreased budget. This process has allowed targeted identification of low-performing trips and route segments for further analysis. The output of this smaller group will be working directly with the larger group to identify key areas of system improvements, especially as it pertains to system and route productivity. PROCESS IMPROVEMENTS Fare-box and Destination Sign Awareness and Performance: One of ValleyRide s long-standing issues has been the poor attention to farebox preventive maintenance and repair along with destination sign repair. These are critical areas of maintenance, yet (unfortunately) were placed at a lower priority level by the maintenance department. As part of the visit by Halsey King and the restructure of the Maintenance department, ValleyRide began properly maintaining and proactively repairing fareboxes which collect our ridership and revenue, an essential aspect of our business. ValleyRide is currently conducting comprehensive inspections and maintenance on all fareboxes and is now a formal part of ValleyRide s maintenance program. Destination signs also received a low-priority, which since January has been 100% corrected with the entire fleet possessing working destination signs the most important part of informing our customers of which bus is operating which route. Employee of the Month and Year: With the new Human Resources position, ValleyRide was able to reinstitute a consistent and timely recognition program for our employees of the month and year. ValleyRide is now examining transit industry longevity recognition to recognize employees for their length of service and will begin a formalized safety recognition program in addition to our safety training. ValleyRide Staff Re-organization: ValleyRide restructured the Human Resources Manager position to a HR Coordinator position, placing a much greater emphasis on the Human Resources elements with the purpose of a streamlined focus on core Human Resources functions. Additionally, with the assistance and recommendation of Halsey King and Associates, ValleyRide restructured the Maintenance Department from a Director/Supervisor approach to a dual- Superintendant of Maintenance format. This reduces the hierarchical inference between the General Manager and maintenance issues while allowing the Superintendants to divide responsibilities such as facility vs. vehicle cleanliness and repair vs. preventive maintenance inspections. The restructure will allow for a greater level of responsiveness to maintenance issues while allowing a more proactive approach to critical maintenance functions. TRENDS & ISSUES FACING THE DEPARTMENT Economic Cost-Containment:, ValleyRide s booming ridership and continued improvement in the day-to-day management of the organization is juxtaposed against severe economic problems and the potential for significant budget restrictions nationwide. To be responsive, ValleyRide is implementing cost-savings measures wherever possible. At ValleyRide, we have not experienced the severe budget crisis seen by other diesel-based 117

120 INTERGOVERNMENTAL VALLEYRIDE TRENDS & ISSUES FACING THE DEPARTMENT CONTINUED system due to our CNG fuel type. However, this will change partially due to an anticipated 25% increase in CNG costs and the forthcoming replacement of 6 CNG buses with diesel cutaways. Hence, we will see an operating cost increase in exchange for a capital cost decrease. This exchange, on its face, seems minimal because of the 80/20 share; however, it is essential VRT establish practices that allow the "banking" of capital funds in order to purchase additional paratransit vans and fixed route buses. We are not losing the 80% share, but rather delaying the investment. Of critical importance is cost containment in paratransit and fixed route service. To accomplish this, we will be: Increasing the emphasis on maintaining our stringent paratransit service areas and shifting of riders to fixed route service. This includes supporting travel training programs, educational campaigns and enforcing denials and complementary service areas and times, if necessary. Recruitment and use of part-time employees in paratransit service. Two part time employees at the base rate are a 46% cost savings over traditional full time employees. The parataransit fringe rate is.86 (higher rate due to lower wage rate vs. bus operators), allowing us to fund 1.25 positions for only.78 of the actual labor cost vs. Our traditional hiring methods. Recruitment and use of part-time employees in fixed route service is also critical, as we have recruited and trained two part time employees for up to 35 hours per week. These employees allow us to expand the number of employees while two operators recover from medical leave. We do not have to pay fringe rates, avoid overtime at is representative of OT at top wage rate vs. an adjusted entry-level operator wage rate. OT fringes, of course, are nominal, as most fringed are paid on the first 40 hours. An alternate theory commonly implemented during fiscal restrictions is the cost-containment vs. return on investment paradigm of maximizing productivity. There are certain functions that cannot be eliminated; however, we can seek to improve the value of those dollars by: Identify less productive segments of routes and reallocate those hours new business or developments, such that we do not take service away from critical areas but re-direct services to more productive areas. Control extra-board "sit time" and instead use them for bus trades vs. Maintenance employees. At present, run-cuts are manual, but then entered into a computer system. We will research the opportunity to find a system within the PTM network of services capable of taking ValleyRide service information and work rules to find a more cost-effective "spinning" of work through a software program. The goal is a 5% reduction in costs by reducing deadhead trips and more efficient carving of runs. Tucson, AZ is the preferred partner due to proximity. The size of the facility vs. the number of employees housed all day encourages a "green" approach to utilities and facilities for cost savings. In 2008, ValleyRide will begin a program to better control HVAC units for greater efficiency, use of sensors and timers for lighting in low traffic areas, etc. It is reasonable to reduce utility use by 5% with an education campaign, higher if the "reduce" of reduce, reuse, recycling is emphasized. 118

121 INTERGOVERNMENTAL VALLEYRIDE TRENDS & ISSUES FACING THE DEPARTMENT CONTINUED Trends in Customer Service: With increased ridership comes increased complaints; however, when normalized by complaints per 10,000 passengers, we are able to adjust for the ridership growth and understand our impact on customers. During early fall, specifically October, ValleyRide had its highest rate of complaints in nearly six months. To respond, ValleyRide increased its road supervisor presence and during November, December and January we saw a reduction in the number of complaints. During January we began a cross-training program for our supervisors that reduced road supervisory presence and during the last week of January and the early part of February 2009 an increase in complaints occurred, especially as it pertains to safe driving, on-time performance and driver rudeness. Our response has been to place road supervisor attention on these areas, especially in the areas of safety and reliability, as they have the greatest level of impact on the system and the customers. The operations department has posted memos for employees related to safe driving, effective pre-trip inspections, driving without distractions such as cell phones, ipods, etc. and has emphasized the proper wearing of identification badges for safety/security purposes in addition to helping customers identify the name of operators that provide excellent customer service in addition to those who are aggressive or unfriendly in the duties. There has been considerable resistance among the employees, as they feel as though their professionalism is being questioned. Issues are brought to our attention by customers, other employees and our direct observations by managers as well as road supervisors. The limited road supervision that has existed for several years (due to personnel challenges) has created a culture of non-accountability. The emphasis for system is improved service quality and the gentle pressure applied relentlessly toward safety, reliability, friendliness, cleanliness/comfortability and cost effectiveness is being met with considerable resistance. The issues are being addressed in a firm, fair and consistent manner with employees being recognized for excellent work, safe work habits and creative responses to problems. They are also being coached, and will eventually receive corrective action, when performance is below an acceptable level and action is warranted. The ValleyRide General Manager, has been working with both the operators and the supervisory team to proactively address the concerns as they are brought forward. Paratransit Fleet Age: Although ValleyRide acquired two (2) new Access vans, these are expansion vehicles (provides spare buses) and the first new vehicles purchased by ValleyRide since Of the nine other vehicles, two are now 10 years old (purchased used in 2005) and seven are now six years old all of which are rated as five year vehicles. Last year, ValleyRide rebuilt five engines at a significant parts and labor cost but is now beginning to see transmission problems that will present similar maintenance and operational challenges. The replacement of these transmissions will be a significant cost to ValleyRide and the vehicles will continue to see an increase in break-downs, escalating parts costs and increased attention to that fleet, impacting the ability of mechanics to effectively maintain the bus fleet without increased labor costs through over-time. VRT is currently examining more cost-effective methods of addressing the transmission problems. 119

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123 LEGAL DEPARTMENT OPERATIONAL REPORT Approved by: Cary Colaianni Submitted by: Doreen Queen INITIATIVES AND MANAGEMENT DIRECTIVES None reported. SERVICE AND KEY OPERATING UPDATES Legal s Business Plan focuses on two major functions civil legal services and criminal prosecution. Therefore, its key operating updates relate to these two areas. Attorney/Paralegal Hours Oct 2007 Jan 2008 Oct 2008 Jan 2009 Target YTD Actual Criminal Hours 7,894 9,470 23,171 9,470 Civil Hours 4,739 4,958 16,906 4,958 From October 2008 to January 2009, Legal s criminal hours were 9,470, which was 20% higher than the same time period last year. This is consistent with the fact that the total FY 2008 criminal hours (27,939) were 16% greater than the FY 2007 hours (24,144). In fact, other than during two unusual years (FY 2002 and FY 2005), Legal s criminal hours have grown consistently over the past 11 years, averaging about 7% growth. This clearly demonstrates that the criminal workload continues to grow. During the same first triannual reporting time period, Legal s attorneys and paralegals spent 4,958 hours on civil work. Again, this was greater than the number of civil hours during this triannual reporting period last year (4,739), by nearly 5%. Despite having one of our paralegals on leave over these four months, the office hired a temporary who was able to handle that individual s workload, which ensured that the Department s civil services did not need to be reduced. Criminal Cases and Complaints Using the new JustWare system, the Department can report since June 2008, staff has opened a total of 5,803 new criminal cases and closed another 6,360. In addition, since June 2008, the City Attorney's Office has opened 1,689 screening matters for review and closed an additional 1,519, either by filing or declining charges or by referring them to another agency for review. During this time period, prosecutors continued to handle criminal cases that already were in process, and the screening staff continued to review reports that had been received previously. There is no way yet to accurately determine those numbers, and it will take until June 2009 before all pending criminal matters and new cases are entered into the JustWare system. In total, though, the JustWare system is tracking over 15,000 legal matters. 121

124 LEGAL SERVICE AND KEY OPERATING UPDATES Trials The Department tracks the number of jury trials that its attorneys handle, as well as its significant civil cases. Jury Trials 1 st Qtr 2 nd Qtr 3 rd Qtr 4 th Qtr YTD FY FY FY Oct-Jan Feb-May June-Sept YTD FY From October 2008 through January 2009, prosecutors handled 25 criminal jury trials. This is 67% greater than the number of trials during the same period last year and is already nearly one third of last year s total jury trials. Although they do not involve juries, court trial cases can require almost as much preparation as jury trials. During these four months, the attorneys also handled over 158 court trials. The office continues to place an emphasis on ensuring that its attorneys are prepared to take cases to trial when the circumstances warrant. During this triannual reporting period, our civil attorneys either handled or supervised outside counsel attorneys with 10 pending litigation cases, 3 of which were resolved in our favor. A summary of these can be provided to the City Council separately in executive session. MAJOR ACCOMPLISHMENTS This trimester, Legal s major accomplishment was the result of continued partnership with the Information Technology (IT) Department. Over several years, the CAO had committed most of its equipment dollars to purchasing laptop computers for all of its attorneys and had nearly met the goal by providing them to 17 out of 30 attorneys. However, last year, the IT staff noticed that many of the Gateway computers were having significant mechanical failures right around their warranty expiration, and it was becoming more labor-intensive to repair the machines than it would cost to simply replace them with new HP models. So in December, IT used their funds to purchase and distribute 18 new HP machines for Legal and then installed several other laptops purchased by Legal as scheduled replacement machines. As a result, all 30 attorneys now have new or nearly new HP machines that are lightweight, have sufficient memory and battery life, and can work wirelessly both off and on the secure City system. Without IT s contribution, Legal probably would have taken at least another four years before realizing this achievement. PROCESS IMPROVEMENTS Providing laptops and training on their wireless usage to every prosecutor was a continuation of the Department s efforts to transition its prosecutorial practice to a paperless environment. The attorneys started to recognize the advantages of using their laptops in the courtroom, and even 122

125 LEGAL PROCESS IMPROVEMENTS CONTINUED the judges started asking them to look up whether a defendant was suspended or some other information because they knew that the CAO attorneys often had that information at their fingertips. However, with the increased usage, the attorneys also began experiencing some technical difficulties with their laptops at the Courthouse. They often were unable to connect wirelessly in certain courtrooms, to access critical data from the various resource systems, to conveniently plug into the power outlets in the courtrooms, or even to print documents as needed. This seriously jeopardized the Department s long-term goal. However, Legal s assigned IT Project Manager worked with Ada County s IT contact to make the following improvements at the Ada County Courthouse: Improved the ability to access power by installing HP laptop power cables into the prosecutor tables in the second-floor courtrooms and labeling them for Boise City Attorney use. Improved the wireless capability by at least two (2) bars in every second-floor courtroom and the Boise Attorney Room by partnering with Ada County in the installation of new access points on the second floor. Added the ability to print from laptops by purchasing and installing a printer sharing switch on the printer in the Boise Attorney Room. Improved the process speed of the two PCs in the Boise Attorney Room by replacing one with a new HP desktop and defragging and cleaning the remaining older Dell. Continuing to improve the wireless capability in the fourth-floor courtrooms by partnering with Ada County to test the current signal strength and research opportunities for improvement. Again, IT s willingness to partner not only with Legal, but also with their counterparts at Ada County was key to making the changes necessary so that every prosecutor could become more comfortable with using the laptop as it was intended. TRENDS & ISSUES FACING THE DEPARTMENT Legal s biggest issues at this time are the economy, the increasing workload, and the decreasing resources to accommodate that workload. Legal was able to meet its cost-containment target of $107,000 by delaying some equipment purchases (made possible by IT s laptop purchase), adjusting some of its M&O spending, and holding a paralegal position vacant. In addition, Legal currently has an Attorney I and a support staff position vacant. While Legal can manage with its existing staffing in the short-term, the City Attorney has serious concerns about his ability to meet the objectives and goals set by the Mayor and Council without those additional resources. The attorney recently promoted onto the Land Use Division to perform the zoning enforcement services envisioned in the business plan currently is still carrying a full criminal caseload until the Attorney I vacancy can be filled. During that interim, he has very little time to work on the tasks necessary to make the new zoning enforcement efforts a success. As the resources tighten, the Departments still have to figure out how to perform the 80% of their work that makes up the dayto-day duties this may mean delaying some of the worthy goals and initiatives outlined in the strategic plan. 123

126 LEGAL DEPARTMENT FINANCIAL REPORT REVENUE ANALYSIS Legal has received $325,261, or 29%, of its expected $1,106,765 Revised Revenue budget. This amount does not include any payments from the Ada County FACES Contract or from Risk Management. In addition, Legal has adjusted its Projected Revenues down to $1,093,565, a difference of $13,000. The reason for the majority of this decrease is because the Department was unable to fill the FACES victim/witness coordinator position until January 1, 2009, thus eliminating three months of reimbursement for the contracted personnel services. Therefore, instead of the original $47,000 contract amount, Legal will receive $36,846, a reduction of $9,751. Since the City did not pay an employee for those three months, the City s personnel expenses are being reduced proportionally as well, and those amounts will balance out. The remainder of the difference is due to lower-than-expected cost recovery in filing fees (because Ada County no longer charges the City in many cases) and other legal costs related to cases resolved in the City s favor. PERSONNEL ANALYSIS Legal s total Personnel budget is $3.9 million, and to date, the Department has spent about $1.3 million of those dollars. That is about 33% of the overall budget, which is right at what would be expected for the first triannual period. Currently, Legal has three vacancies (paralegal, attorney, and support staff) and has agreed to hold the paralegal position vacant for the remainder of the year to meet its cost containment efforts. Therefore, Legal has reduced its expected HR expenses to $3,860,575, resulting in a $43,000 potential savings difference. Of that, $38,000 is the amount that will be shifted to the cost containment target. This projection assumes that the other two vacancies will be filled later in the year. If that is not the case, then Legal will adjust this number in the 2 nd Triannual Report. MAINTENANCE & OPERATING (M&O) ANALYSIS During these last four months, Legal has spent only $159,000 of its total $606,000 M&O budget, or only 26%. However, this reflects the conservative approach that Legal has taken to overall spending, given the current economic circumstances. It also reflects less spending than usual on computer equipment because IT provided 18 laptops to Legal purchased with their budget dollars (see Major Accomplishments). Legal offered a total cost containment amount of $108,000, which is included in its M&O Projection amount, but also includes spending from Personnel and Equipment. Ultimately, Legal has adjusted its M&O Projection to $573,341, which could result in additional savings of $33,000 at year-end. 124

127 LEGAL EQUIPMENT ANALYSIS Legal spent $5,249 at the beginning of the fiscal year on a scanner for a pilot project and has encumbered another $5,000 to purchase another if this model met its needs. Legal dedicated the remaining $7,000 to the cost containment efforts. Therefore, Legal expects to spend the full amount of its $17,000 equipment by year-end with no savings. Remainder of page left blank. 125

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129 LIBRARY DEPARTMENT OPERATIONAL REPORT Approved by: Kevin Booe Submitted by: Denise McNeley INITIATIVES AND MANAGEMENT DIRECTIVES Neighborhood Branch Libraries: The Library! at Collister opened on February 14, Since opening day the site has generated over 130,169 customer visits and 170,136 checkouts. Children s programming and community programs have generated 5,852 attendees with content focused on literature programs, computer instruction, senior citizen issues and refugee/immigrant focused content. Façade and parking lot construction on the strip mall is completed and an outdoor book drop has been installed for after hour returns. The Library! at Hillcrest opened on March 17, 2008 and since opening has generated 150,702 customer visits and 162,780 checkouts. Programs have generated 4,783 attendees since opening and are modeled similarly to the programs at Collister. The branches have been the primary factor for the increased library circulation of 19.33% over the same period last year and the 20.35% increase in customer visits. Main library visits decreased 0% over the same time last year and increased 0% for the fiscal year. Total circulation increased 19.33% for over last year. Library users have checked out nearly 610,000 items so far this year, and logged 1,074,817 visits on the library s online catalog for a 47.22% increase year to date over the same time period in FY Each storefront library now has nearly 20,000 materials for checkout and reference research. The West Boise Branch Library construction is on schedule and within budget, and should be open in early June Opening Day Collection materials are nearing completion, furniture and fixture packages have been bid, and all interior design elements have been completed. The facility will receive a LEED Gold Certification. Main Library Project: The Mayor s Advisory Team has conducted two meetings since the beginning of the fiscal year to review the history of the Main Library Vision, review projected construction and operating budgets, and affirm key design elements in the facility. A recommendation for Library Board, City Council, and Mayoral review will be presented by the end of May 2009 and is on schedule. Galliard Group has been retained to facilitate the meetings. The Boise Public Library Foundation, Inc. is waiting for the Mayor s Advisory Team to complete its work before strategizing on a capital campaign for the new Main Library. Prepare cost/benefit analysis of when to acquire Ada Community Library (Five Mile and Victory): A cost/benefit analysis was requested by Council to be conducted when the City s annexation reimbursement payment to Ada Community Library tops 50% of the total operating costs for the library at Five Mile and Victory. Currently, the City reimburses Ada Community Library $544,000 per year (just under the 50% mark) to serve new city residents recently annexed and removed from the Ada County Free Library District tax base. An analysis would include developing budgets to operate the facility as a branch library in the Boise Public Library system rather than a headquarters library for the Ada County Free Library District. This is not a consultant study. Further action regarding an agreement is pending further annexation by the City. 127

130 LIBRARY SERVICE AND KEY OPERATING UPDATES Circulation and patron traffic are noted above. Library card registrations have increased again this fiscal year, 20% over the same period last year; Reference questions have declined 1.23% system-wide, probably due to the increased time staff spend assisting individuals with technology related requests. Program attendance has increased 20% over the same time last year and 22% year-to-date over FY MAJOR ACCOMPLISHMENTS The bookmobile staff completed one of its major goals of the year by issuing a user survey to determine usage patterns and potential stops. As a result of the survey, the library will reconsider its bookmobile schedule and route this year. The library has applied for and will receive two WalMart Foundation grants for a total of approximately $15,000. Funds would be used to provide programs for refugees and immigrants and to expand teen services at branch locations. This fall the WalMart Foundation gave $100,000 to the Idaho Library Association to disperse through Idaho s library community. Furniture updates, shelving updates, and paint updates were completed at the Main Library to improve the appearance of the facility. PROCESS IMPROVEMENTS No major process improvements this reporting period. TRENDS & ISSUES FACING THE DEPARTMENT Boiseans continue to use the Garden City Library and the Eagle Public Library for library borrowing purposes. These items are in the Boise City Library s budget, but a reexamination of the Open Access Agreement is being discussed with library directors in the consortium over the next year. Nearly 62% of the total circulation in Garden City comes from Boiseans. In Eagle, nearly 26% of the circulation comes from Boise residents. The library continues to monitor the impact new library branches may have on usage at Garden City and Eagle. Boise citizen usage for these libraries primarily comes from the Eagle Road & McMillan, Gary Lane, Pierce Park, and West Bench areas. Eagle Library and Boise Library staff plan to review user patterns in conjunction with GIS, to determine who Boise users are, and will begin a direct marketing campaign encouraging and inviting users to come to the new West Boise Branch. LYNX Directors have been meeting this period to review alternatives to the funding mechanism. Expanded customer use of Internet resources at the library has strained the library s current bandwidth contract. The Information Technology Department continues to work with library staff to develop a bandwidth allocation profile for electronic library resources and may include fiber networking at the Main Library, Collister Branch, and West Branch. As demand for such services increases, bandwidth needs will continue to be an important issue. A provision for broadband expansion is included in the Federal Stimulus package and the library will work with the City s coordinator to determine if it qualifies for stimulus funds. Additionally, the Gates Foundation is considering providing funds for public library bandwidth expansion. The library will continue to explore this option. 128

131 LIBRARY TRENDS & ISSUES FACING THE DEPARTMENT CONTINUED A new bookmobile will need to be considered for purchase during upcoming budget processes if the service is to continue as currently being offered. The current bookmobile is now over 11 years old and maintenance needs have increased over the past two years. As the library moves to a branch system, the bookmobile service profile is being reviewed. Staff has revised the bookmobile scheduled stops to include more youth oriented sites in Northwest Boise, West Boise, South Boise, and East Boise. The service will continue to be reviewed and revised. The library could consider parking the bookmobile on a permanent basis should it break down. Remainder of page left blank. 129

132 LIBRARY DEPARTMENT FINANCIAL REPORT REVENUE ANALYSIS The Library has a total revenue budget of $566,174 in, with actual revenues to date of $271,526. Staff anticipated a revenue shortfall of approximately $88,000 due to declining revenue from auditorium and room rental, lost card fee, and photocopy revenue. It is possible that the revenue from overdue book fines and collections may exceed projections by year end as more customers continue to check out more items from new facilities. The actual revenue received to date includes a donation from the Friends of the Boise Public Library for $150,000. That amount is not reflected in the donations budget, but Library staff will be requesting an Interim budget request to increase both the revenue budget and the expenditure budget, giving the Library authority to spend actual funds received. The Friends of the Boise Public Library donated the $150,000 for the Opening Day Collection at the West Boise Branch Library. PERSONNEL ANALYSIS The Library has a total personnel expense budget of $5,259,932 in, with actual expenditures to date of $1,603,561. The savings in this category are due to a delay in hiring positions for the branch libraries. The Library is projecting a savings in this category due to several vacant positions that will not be filled as part of the Cost Containment Strategy. The Library may also delay hiring of two positions at the West Boise Branch Library to further enhance the cost containment strategies in the general fund. MAINTENANCE & OPERATING (M&O) ANALYSIS The Library has a total M&O budget for of $3,330,355 and actual expenditures to date of $1,779,670. The Library is anticipating some savings in this category due to a less than budgeted cost for Janitorial Service at branch libraries, savings in utilities, reduced costs for motor fuels, and less postage. The budgeted figure of $3,330,355 does include a Contingency Management Target line item in the amount of ($275,713), which are funds identified by Library as part of the Cost Containment Strategy. The ($275,713) will be covered with savings from, deferred equipment, transfer of staff from the closed Towne Square Library, and other miscellaneous M&O line items. EQUIPMENT ANALYSIS The Library has a total equipment budget for of $152,471 and actual expenditures to date of $19,902. The Library has chosen to defer $30,000 of equipment purchases to contribute to the Cost Containment Strategy. The $30,000 would partially offset the negative budget figure of ($275,713) in the Contingency Management Target line. The Library will process a budget change transferring all identified amounts from Personnel, M&O, and Equipment to zero out the ($275,713) Contingency Management Target. That line item budget should net zero by TR2. 130

133 LIBRARY OTHER RESERVES/FUND BALANCE/RETAINED EARNINGS ANALYSIS Library Gift Funds: The library s total gift fund balance at the end of January, 2009 was $200,020. All gift fund amounts are available, but allocated for specific Library purposes. Current gift fund accounts include: The Alfred and Nancy Brown Trust funds are dedicated solely toward purchase of large print materials. Undesignated gift funds may be used for programs, materials, and furnishing needs. Most of these funds are used for library materials. The Bohrer-Branch Library Materials account is designated for purchase of materials for branch libraries. The Mary Clara Allison accounts are allocated for Adult & Youth materials. IOLS Fund: The IOLS Buy-In (Integrated Online Library System library catalog system) Fund is a shared fund between LYNX Consortium members and designated for the purchase of peripheral equipment used to operate the mainframe and infrastructure for member libraries. These expenses are partially offset by IOLS Buy-In revenues received from Consortium members. Remainder of page left blank. 131

134 LIBRARY DEPARTMENT CAPITAL REPORT The Library has a total capital budget for of $4,855,803, with actual expenditures to date of $3,481,547. The Library s Fiscal Year 2009 capital funds are for construction of the West Boise Branch Library, Major Repair & Maintenance projects at the Main Library, and continued work on the Main Library Project. The West Boise Branch Library will be complete and a grand opening is scheduled for June The Main Library Project is progressing with the Mayor s Advisory Team having been established. That team will be presenting recommendations by the end of May Major Repair and Maintenance projects include a remodel of the entry way into the Main Library. This project has been awarded and construction will begin in spring The project involves redesign and replacement of the concrete ramp, concrete stairs, new hand railings, and a more accessible front entry for Library customers. Remainder of page left blank. 132

135 MAYOR & CITY COUNCIL DEPARTMENT OPERATIONAL REPORT Approved by: Michael Zuzel Submitted by: Tracy Hall INITIATIVES AND MANAGEMENT DIRECTIVES The partners in the Substance Abuse and Mental Health Crisis Center (formally known as the Detox Center) signed a joint powers agreement to create, fund and provide for the operation of the facility to be located at North Allumbaugh Street in Boise. The participating agencies in the agreement are the cities of Boise, Eagle and Meridian; Ada County; and the State of Idaho Department of Health and Welfare. The groundbreaking of the facility is anticipated to occur in late spring or early summer of SERVICE AND KEY OPERATING UPDATES The Office of the Ombudsman opened 19 new cases in TR1, significantly less than an average of 67 every four months. During TR1, the City Council had 12 meetings and passed 14 ordinances and 104 resolutions. The average meeting schedule consists of 13 meetings per TR and 27 ordinances and 200 resolutions. MAJOR ACCOMPLISHMENTS Three major accomplishments of the Mayor s office in TR1 were 1) creation of a main library advisory committee, 2) the Mayor s Livability Summit Two: Children and Youth, and 3) a transportation summit hosted by Mayor Bieter and the Association of Idaho Cities. PROCESS IMPROVEMENTS The Mayor s office continues to refine an assessment of job duties resulting from the addition of three staff members. Intergovernmental Relations staff took initial steps toward creation of citywide process for identification and capture of federal stimulus dollars. TRENDS & ISSUES FACING THE DEPARTMENT Like all city departments, the Mayor s office is taking steps to deal with resource limitations in both the current fiscal year budget and the upcoming biennial budget build. 133

136 MAYOR & CITY COUNCIL DEPARTMENT FINANCIAL REPORT REVENUE ANALYSIS In TR1, $2,000 of donations from the community were deposited into the Independence Day Celebration fireworks fund. $390 was moved to the account due to an incorrect charge in FY Any purchases related to the celebration will occur in TR2 at which time a resolution to accept the donated funds will be presented to Council for approval. TR1 brought in four months of lease payments from Peak Fitness (25 th St) for a total of $4,116 to Economic Development. A total of $9,980 has been received for lease payments from the lot on 30 th St and Fairview Ave. This lease will expire in March PERSONNEL ANALYSIS From October 2008 to January 2009, the Mayor s office has spent 33.14% of the revised $1,299,884 salary budget for. This leaves 66.86% for the remainder of the year, which provides no salary flexibility. MAINTENANCE & OPERATING (M&O) ANALYSIS The Mayor s office has spent 47.37% of its $1,070,211 revised M&O budget. $125,800 is encumbered for ongoing professional services projects. In January 2009, the Mayor s office obtained a credit of $10,000 from a professional services contract due to an over-charge from FY This credit will be used toward the budget shortfall. EQUIPMENT ANALYSIS The budgeted funds in the minor equipment account for computer replacement are due to be evaluated by IT in February/March The recommendations of IT will determine which equipment must be replaced this fiscal year and which items may be delayed. Any savings from equipment not purchased this fiscal year will be used to absorb the budget shortfall. Remainder of page left blank. 134

137 MAYOR & CITY COUNCIL DEPARTMENT CAPITAL REPORT The Mayor s office capital account acts as a holding account for capital projects until the City Council approves the spending of those funds. There is currently $5,605,973 in the capital account. The Mayor s office houses the capital funds for the Neighborhood Reinvestment Grant program. These accounts are managed by Planning and Development Services as they coordinate reimbursement or payment to neighborhood associations on their approved grant projects. Remainder of page left blank. 135

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139 PARKS & RECREATION DEPARTMENT OPERATIONAL REPORT Approved by: Jim Hall Submitted by: Mollie Holt INITIATIVES AND MANAGEMENT DIRECTIVES Continue to prioritize and seek acquisition of critical Foothills lands consistent with acquisition strategy. STATUS: Continuing work on previously initiated foothill protection projects and making contacts to initiate new acquisitions. Downturn in economy has brought more possible projects to the city. Partner with Public Works to enhance delivery of environmental education programs, define unique roles in the Watershed Project, Hyatt Wetlands, and Foothills Learning Center. STATUS: BEE catalog has had some delays, was finally completed in December 2008 and distributed to schools. SERVICE AND KEY OPERATING UPDATES Attendance at the Zoo is up 102% for the first four months of the year. This is due primarily to the opening of the new African Plains exhibit. Art Center Revenues were up 8.6% (+ $4,884) during the triannual period compared to last year, while recognizing record revenues for FY 2008; total revenue of $99,105 was up 1.6% over previous year. Adult flag football (36 teams), volleyball (152 teams) and basketball (114 teams) exceeded yearover-year numbers for participating teams. Based on current economic conditions, this was a great accomplishment. MAJOR ACCOMPLISHMENTS Secured a $1.0 million grant from the R. A. Bloch Cancer Foundation for the construction of a Cancer Survivor Plaza in Julia Davis Park which coincided nicely with planned improvements for the east end of the park. Completed Watchman Trail October Watchman Trail Zoo Boise/Friends of Zoo Boise raised $32,000 in one week and secured a new giraffe in three weeks after Shingo, one of the Zoo s new giraffes, unexpectedly died in November. Julius Longfellow, Parks newest giraffe. The Mobile Recreation program ended its fall schedule during the triannual period with an incredible total of 14,799 visits at 8 Title I elementary schools and three apartment complexes. The department s new school-based community centers (Morley Nelson/Grace Jordan) had 8,101 after-school visits during the same triannual period. With the two new community centers and Mobile Recreation combined, the department added 22,900 more youth visits from October December of this year compared to last! 137

140 PARKS & RECREATION MAJOR ACCOMPLISHMENTS CONTINUED The AdVenture program s Ability Team, which conducts disability awareness assemblies at local elementary schools, performed four times during the first triannual period at Joplin, Adams, Morley Nelson, and Horizon Elementary Schools. Approximately 1,800 students and 190 teachers were present. The Ability Team is made up of two to four individuals who use wheelchairs. The team lectures to elementary school students about disability awareness, adapted sports equipment and they play some of the school s teachers in a game of wheelchair basketball. During the assembly, the Ability Team also demonstrates a game of up/down tennis where the teachers play standing with two members of the Ability team who use wheelchairs. The Ability Team is funded through fundraisers that AdVenture hosts. The Fort Boise Community Center will be offering gymnasium space to the North Junior High 8th grade boy s basketball team from January through mid-march, and the North girl s volleyball team in May, while their gymnasium is being remodeled. Idaho IceWorld celebrated its 10th anniversary during the triannual period with reduced public skating prices and bumper cars on ice. Greenbelt/Natural area bank restoration project (phase one) completed. Completed downtown tree planting plan in partnership with CCDC and DBA for CCDC s Central District. Planting to begin spring PROCESS IMPROVEMENTS Boise City has contracted with Idaho Humane Society (IHS) for 2 FTE enforcement officers on the Ridge to Rivers Trails and in some green parks. Officers have been issuing more warnings than citations. City and Boise Trail Dog has revised data collection sheets. Weed inventory was completed on City owned Foothill properties in October. This school year the Art Center added another elementary school to our Youth Out-reach program. The department now transports children from Lowell and Garfield Elementary Schools for fall, winter and spring sessions. A survey has been sent to the surrounding neighborhoods of the two new school-based community centers. The survey is requesting suggestions/comments on programming ideas for each of the centers. The Resource Unit began implementation of organization restructuring resulting in the elimination of one manager position and converting one Crew Chief position to an Arborist. In addition, the GROW (Greenbelt/Rights of Way) Unit labor force was reallocated to remaining Units within the Resource Unit. TRENDS & ISSUES FACING THE DEPARTMENT 3 Boise State University graduate student fellows have been placed at the FLC (through the 5 year National Science Foundation grant) and are assisting with teaching classes, Second Saturdays and developing new environmental education curriculum. 138

141 PARKS & RECREATION TRENDS & ISSUES FACING THE DEPARTMENT CONTINUED First piece of public art, Aero Agoseris was installed at the Eastern Node outside the Foothills Learning Center in October Along with the decrease in motor fuel we are anticipating seeing a decrease in petroleum-based products such as fertilizer, plastic bands and cleaning chemicals. Forestry will increase focus on tree planting. Program under development to offer trees to residents to plant on private property adjacent to street to capture benefits of street trees outlined in 2007 Municipal Forest Resource Analysis report. Staff continues to work with the Friends of Parks Citizen Committee (fundraising), Irrigation Companies (water rights/partner), Garden City, and other local, state and federal agencies regarding the planning and development of the River Recreation Park. Public Works, Park, Planning & Development and Mayor s staff are dealing with the recent discovery of FEMA flood map discrepancies and the impact it is having on project permitting and partnering with Garden City. Remainder of page left blank. 139

142 PARKS & RECREATION DEPARTMENT FINANCIAL REPORT REVENUE ANALYSIS Idaho IceWorld revenues were down 18% through the first triannual period, resulting in a nearly $100,000 shortfall in net income year-over-year. Expense reductions and revenue enhancements have been implemented and there is cautious optimism that business operations may end the fiscal year in the black. Although most recreation program numbers held steady during the first triannual period, the late spring/summer registrations will provide the true measurement on whether revenues will decline or meet expectations. Impact of Micron payoffs uncertain at this time. The revenue for the Boise Depot is down significantly due to a decrease in rented office space and in reservation. A contract is underway with Thornton Oliver Keller to rent the entire office space. Marketing efforts are underway to increase reservations. Zoo Boise revenue is up $72,000 compared to in the first four months. This is due to the opening of the African Plains Exhibit and an increase in ticket prices that went into effect with the opening of the exhibit. PERSONNEL ANALYSIS The new part-time volunteer coordinator is helping the FLC better utilize volunteers for teaching and event assistance. A number of staff changes, vacancies, resignations and staff reassignments have been implemented to meet the department s cost containment target. The Resource unit is anticipating a personal services savings of approximately $125,500 as a result of temporarily holding open positions and eliminating a manager position. MAINTENANCE & OPERATING (M&O) ANALYSIS Due to the decrease in petroleum costs, the department anticipates generating savings with petroleum related products. Specific savings to be determined. Forecasted M&O spending is in line with budget. EQUIPMENT ANALYSIS The department has delayed purchasing $241,817 in equipment to be able to meet cost containment strategies. It is not anticipated that an equipment bubble will result. The purchases are planned for FY 2010 and some purchases previously planned for FY 2010 were moved out. Staff is also evaluating the need to replace some vehicles depending upon budget constraints or a shift in alternative service delivery. 140

143 PARKS & RECREATION OTHER RESERVES/FUND BALANCE/RETAINED EARNINGS ANALYSIS The Foothills Fund exists to purchase property for preservation and conservation in the Foothills of Boise. At the start of $5.0 million in cash and investments was available in the fund. During the quarter $11,827 in expenditures were made and interest income of $33,980 was earned, resulting in a net increase to the fund balance of $22,153. The has protected 3,198 acres using the serial levy authority. 600 acres has been purchased, 600 acres have been donated, 70 acres are under conservation easements, and the city facilitated the exchange of 1,928 acres form the Idaho Department of Lands to Idaho Department of Fish and Game. The Cemetery Perpetual Care Fund is restricted for the future maintenance of the City cemeteries once the lot sales are complete. The annual increase to the fund balance is based on 60% of lot sales and $50,000 in interest income. The balance of lot sales and interest income is transferred to General Fund to help offset the operating expenditures. The fund increased $46,985 this quarter from lot sales and interest. The Laura Moore Cunningham Fund exists to promote BPR forestry and tree planting along the right of way by providing a nursery for tree growth. Revenue to support the fund is derived from tree sales, donations and interest income. The quarterly net increase to the fund was $14,528 due to tree sales, donations and interest earnings. Park Impact Fee accounts are managed as designated fund balance within the Capital Fund. The oversight of the Impact Fee accounts is provided by the Impact Fee Committee (a citizen group). Park Impact Fee revenue collection is expected to continue to be well below historical averages. Total Park Impact Fee revenue collected in the 1st quarter of was $97,300. That figure represents a 77% drop in fee revenue compared to the same quarter in FY The fiscal year beginning balance for impact fees was $6.8 million. Expenditures from Park Impact Fees for the quarter were $88,350, interest income totaled $16,374 resulting in an ending balance of total park impact fees of $6.8 million. The Heritage Trust consists of designations for over 125 projects and each project is managed by a designated staff member. The Heritage Trust balance was $1.4 million at the end of the triannual period. The account is performing as projected. 141

144 PARKS & RECREATION DEPARTMENT CAPITAL REPORT Major Repair and Maintenance projects being readied for bid at this time include: Williams Park Tennis Courts Greenbelt path repair - Warm Springs Park to Walling Circle Simplot Sports Complex asphalt path repairs Fairmont Park Playground replacement Basketball court repairs (various parks) The memorial native plant garden is under construction at the Foothills Learning Center to be completed by Spring Development Agreement for Meikle property road frontage and utility improvements approved. Improvements 99% complete. Project engineering and construction plans for Marianne Williams Park reached 99% complete. A Park Development Agreement to extend sewer and water services for the park were sent to Mayor and Council for action. Remainder of page left blank. 142

145 PLANNING & DEVELOPMENT SERVICES DEPARTMENT OPERATIONAL REPORT Approved by: Bruce Chatterton Submitted by: Jenifer Gilliland INITIATIVES AND MANAGEMENT DIRECTIVES Initiative: Invest in Neighborhood Liveability The code enforcement improvement initiative has moved into an implementation phase. PDS has joined with other key departments, including Public Works, Fire, Police, Legal and Parks to form the Staff Action Team (SAT). The SAT is made up of front-line staff engaged in the diverse set of services that fall under the code enforcement umbrella. The SAT is coordinating closely with the Code Enforcement Advisory Committee (CEAC) on the implementation plan. The CEAC and SAT have jointly defined an action plan for service improvements. The CEAC has identified public outreach and education as the highest short-term priority for improving code enforcement services. To this end, the SAT is launching a public information campaign to educate the public on code enforcement services, including what constitutes a violation and how to use the complaint system. The public information campaign will culminate in May with the Spring Clean Boise event. Spring Clean Boise, a week-long event will include both city-wide efforts (such as the changes to solid waste disposal and Fire-Wise safety standards) and neighborhood-level cleanup projects. Initiative: Pursue Development Policies that are Fiscally Sound, Environmentally Responsible PDS, along with other departments, has been given the responsibility of implementing the recommendations of the Mayor s Climate Protection Committee. In response to the Committee s recommendations for Buildings and Construction, PDS has convened the Sustainable Development Incentives Committee (SDIC). The SDIC is made up of developers, builders, architects, engineers and energy company representatives, as well as public sector staff and the academic community. In addressing the most effective ways to implement the recommendations, these stakeholders are attempting to strike a balance between possible strategies, including new code requirements, incentives, education and outreach. The SDIC is scheduled to complete its work by the end of August, Initiative: Encourage and support diverse and affordable housing opportunities PDS staff has joined with the members of the Workforce Housing Coalition to further a set of policies, incentives and tools to promote workforce housing. PDS staff from the Planning, Housing and Building divisions have been assigned to subcommittees dealing with such issues as education, regulatory barriers, increasing financial resources and maintaining affordability. The Workforce Housing Coalition is expected to wrap up its work with the formulation of an action plan by the end of March, PDS continues to administer the CATCH program. CATCH continues to be an effective pathway out of homelessness for Boise families, and is currently providing housing and supportive services for approximately 15 families. During this trimester, CATCH received a Silver Award for Municipal Excellence from the National League of Cities in recognition of the program s innovative blend of city leadership and community partnership. PDS staff is continuing to seek opportunities to transition the program to another agency or non-profit with the intent of further improving the program s capacity and effectiveness. 143

146 PLANNING & DEVELOPMENT SERVICES INITIATIVES AND MANAGEMENT DIRECTIVES CONTINUED Initiative: Launch Blueprint Boise with the public to update the City s Comprehensive plan Meetings of the Planning and Zoning Commission, the Neighborhood Council and the Committee of Champions were held in November to refine the draft future land use map and to review and refine draft policies. Several hosted lunches were held with members of the Committee of Champions and invited community leaders throughout December and early January to receive feedback on the future land use map and guiding principles. PDS staff met with ACHD staff throughout the four months to review and refine the Transportation Land Use Integration Plan (TLIP) elements for incorporation into Blueprint Boise. Lead planning was done to prepare for a Neighborhood Council meeting on the TLIP scheduled for February 12 th. The Ordinance Review Committee met in October and November to review the draft zoning ordinance update. Staff received the remaining chapters from the consultant in January for review. Initiative: Ensure City s Processes provide incentives for consistency and development efforts Use Development Services Advisory Committee (DSAC) and other tools to create cost-effective and customer-service oriented service improvements. The Mayor appointed a new committee chair for this group, local architect, Cornel Larson, to replace outgoing chair Peter Oliver. The current focus of the committee is to advise PDS on the upcoming cost-of-service development fee study, future purchase and implementation of ProjectDox. ProjectDox is an electronic plan review software that has features that would assist PDS to further streamline its operations. It would allow simultaneous plan review of building plans by several departments, electronic submittal of plan sets and applications by PDS customers, and would eliminate much of the scanning that is currently being performed in the archiving of approved plans. PDS does not have this project funded as because of its current revenue shortfall and will be seeking outside funding. PDS, in agreement with the Chair of DSAC, will be adding some new members to the committee to refresh the 4 year old group and make sure all voices are being heard. Special attention will be focused on increasing the representation of contractors on the committee. Initiative: Eliminate Uniform Building Conservation Code and replace with existing buildings code PDS has created a staff committee to evaluate the differences between the two code documents and to draft an ordinance change reflecting the committee s recommendation prior to July 1st. 144

147 PLANNING & DEVELOPMENT SERVICES SERVICE AND KEY OPERATING UPDATES Overall Permitting Numbers: Building Permits: The number of PDS building related permits decreased dramatically from 5,079 in FY 2008 to 3,653 in. This represents a 28% decrease over last year. The total number of dwellings permitted may appear to have increased in January, but in some cases PDS is reissuing old permits where a project has been abandoned and taken over by a bank which is seeking to complete the project and the only work remaining for the City is a final inspection. Planning Applications and Permits: The total number of current planning related permits/ applications decreased from 598 current planning applications in the first four months of FY 2008 to 450 in. This represents a decrease of 25%. Subdivision permits dropped from 134 in FY 2008 to 93 in. This represents a decrease of 38 % over the first four months of the last fiscal year. Tenant Improvement Processing Times: Level I tenant improvement projects averaged 2.5 days to completion of 1 st staff review, against the target processing time of 3 to 5 days. Level I tenant improvement projects involve work of a limited scope in a tenant space in offices, restaurants and retail buildings. This is most often used when a new tenant is going into a space or very little work is occurring like a couple of walls are being moved within the space. Level II tenant improvement projects averaged a processing time of 7 review days (1 st staff review). The target processing time is 10 days. Level II projects include new finishes for office, retail and storage occupancies and small remodels. This is an improvement of 1 day on average compared with the earlier period. Level III tenant improvement projects averaged a total of 25 review days from October through December (completion of 1 st staff review). The target processing time is 20 days. Level III projects involve major remodels on tenant spaces and the change from one occupancy type to another, ie changing from an office to a restaurant. This figure is high because of a change requested by the owners of the Aspen project to better suit their business needs. Plans were modified after having been submitted which resulted in some delays. Project Management: Since October 2008 seven new projects have been added to the Project Management Staff. One has been completed and the other six projects are in various stages of the entitlement and permitting process. Currently there are a total of 17 active projects assigned to the Project Management staff. MAJOR ACCOMPLISHMENTS Building staff completed the update of Boise City Code 4-16 Special Standards for Type V Construction which modifies the document to reference the current building code edition and clarifies fire department operations information. This removes a potential roadblock for anyone bringing projects utilizing this section of the City Ordinance. PDS convened the Sustainable Development Incentives Committee (SDIC) of outside development and environmental stakeholders interested in sustainable communities and green construction. The mission of the committee is to identify the best incentives the City could offer to spur on green development. 145

148 PLANNING & DEVELOPMENT SERVICES PROCESS IMPROVEMENTS PDS completed a plan intake checklist for Level III tenant improvements and is now performing plan intake tasks on all tenant improvement permits. This ensures that projects being accepted for review by the Department are complete and ready for review. PDS is now performing some less complicated tenant improvements over-the-counter the same day that they are received. TRENDS & ISSUES FACING THE DEPARTMENT NPDS will be reconfiguring staffing levels in response to revenue shortfall due to declining permitting in response to the current economic recession. Much of the reconfiguration will be handled through savings generated by position vacancies, M and O and equipment savings, and possible reductions in the work force. PDS, along with IT, has identified ProjectDox electronic plan review software as having features that would assist PDS to further streamline its operations. It would allow simultaneous plan review of building plans by several departments, electronic submittal of plan sets and applications by PDS customers, and would eliminate much of the scanning that is currently being performed in the archiving of approved plans. PDS does not have this project funded because of its current revenue shortfall and will be seeking outside funding. Remainder of page left blank Mayors Excellence in Design awards ceremony. 146